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White Rim Trail Multi-Day Mountain Biking Adventure Project Analysis

2014

Boston University Robin Hoff MET AD642 Spring 2014 Prof. Keegan _____________________

Robin Hoff | P a g e

Table of Contents

Page No. Abstract 3 Project Introduction 4 Project Charter 4 Project Justification 4 Project Scope 5 Work Breakdown Structure 6 Project Network Diagram and Critical Path 7 Resource Planning 8 Project Schedule 8 Cost Estimation 9 Risk Planning 11 Communications Planning 11 Monitoring and Controlling Processes 11 Project Close-‐Out 12 Project Recommendations 12 Appendices 14-‐38

Appendices List:

1. References 14 2. Project Charter 17 3. Project Scoring Matrix 19 4. Scope 20 5. Priority Matrix 23 6. Workbreak Down Structure Diagram 24 7. iTask WBS 25 8. Sample Work Package Estimate A 29 9. Sample Work Package Estimate B 30 10. Network Diagram: Critical Path 31 11. Resource Responsibility and Breakdown Structure 33 12. Macro Cost Estimate (Top Down) 34 13. Bottom Up Total Cost Summary (Bottom Up) 35 14. Risk Register 36 15. Risk Response Plan 37 16. Communications Plan 38

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Abstract

This paper provides a critical analysis of the project management for a White Rim multi-‐day

mountain biking trip. Beginning with the charter, critical elements of the planning process group

including the scope, project justification, work breakdown structure, schedule, cost estimates and

risk analysis are presented and discussed. The executing, monitoring, control and closeout processes

will be briefly touched upon. Recommendations are presented in an effort to improve the project

management process and to support justification of the project. The overall approach and specific

tools used are supported by research in the project management field.

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Project Introduction

There is nothing more rewarding than seeing the world from a bicycle—peacefully, at your

own pace, using your own leg power. And there is nothing like exploring the beautiful backcountry

of Southern Utah, where you can enjoy the quiet serenity of an unspoiled, undeveloped part of the

Southwest that includes expansive views of Canyonlands National Park. The White Rim trail is a 100

mile, four wheel drive (4WD) jeep road that is fairly non-‐technical and can be navigated by 4WD

vehicles and bicycles. There is no food, water or supplies of any kind available along the trail, so

careful logistical planning is required for a multi-‐day trip. Everything needed to complete the trip

safely and enjoyably must be planned for, packed and transported with you. Planning a trip can be

managed as a project because it is a “temporary activity with a starting date, specific goals and

conditions, defined responsibilities, a budget, a plan, a fixed end date and the involvement of

multiple parties.” (www.travelexploit.com, 2010).

Project Charter

A project does not exist until the charter is created, and its purpose is to “formally authorize

the project and to document initial requirements that satisfy stakeholder needs and expectations.”

(PMBOK, 2013). Typically the charter is developed by the sponsor. In this case, it was developed by

the intended project manager, upon request by the sponsor. The charter appears as Appendix 2.

Once signed by the sponsor the project can begin.

Project Justification

The project justification is important for the sponsor, who in this case is also the client, to

understand the reason for doing the project and why they should fund it. In this case, the motive is

not profit, but to offer a highly customizable trip at a potentially lower cost than commercial

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outfitters. Strategic importance and client satisfaction, rather than financial return, is most

applicable to project selection. A multi-‐weighted scoring model was used in the project screening

matrix to evaluate two options the client has available: choosing from a number of commercial

outfitters available or funding a private trip. Decision criteria and importance weightings were

determined after in-‐depth discussion with the potential client/sponsor. The project screening matrix

appears as Appendix 3. Based on this scoring model, the private trip project was selected due to its

much higher score versus that of the commercial trip. “There are many reasons for doing projects—

some more tangible than others.” (Warburton, 2014, Lecture 3). In this case, financially

immeasurable factors personally important to the sponsor, rather than financial return, drove the

selection process.

Project Scope

The scope document is attached as Appendix 4. “It contains the user requirements and is the

most important document in the project.” (Warburton and Kanabar, 2013). A priority matrix

(Appendix 5) was created during scope development to help manage changes during

implementation. By creating the matrix, it helped me recognize that my first priority was ensuring

the safety of all participants. The safety aspects of the trip are covered by the deliverables and

technical requirements in the scope, so in the priority matrix, the scope is constrained. The schedule

has some flexibility in it as the desired timeframe was chosen due to the favorable weather, but

other dates could be considered. The schedule is therefore an “enhance” priority in the matrix.

Because the scope is driven by safety, it should not be comprimised to accomodate a pre-‐determined

cost, so cost is an “accept” priority in the matrix. The scope is typically reviewed and signed by all

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stakeholders. In this case, the sponsor/client will represent all stakeholders, since the majority of

them won’t be identified until after the project has begun.

Work Breakdown Structure

The next step in the planning process is to create the work breakdown structure (WBS), which

“identifies all deliverables required for a project and is a standardized way to organize the work.”

(Warburton, 2014). Starting with the scope, the limits of what the project will and will not include are

considered and work packages are created. The WBS was designed by decomposing each deliverable

necessary to complete the project. The level of decomposition is guided by the degree of control

needed to effectively manage the project. The WBS structure may be created using various

approaches, including top down, organization specific and bottom up. (PMBOK, 2013). Globerson,

(1994) suggests that several possible patterns of a WBS can be generated; however, “different WBS

patterns call for different organizational structures and management styles during implementation.”

This implies that the designer of the WBS has significant impact on the way the project is to be

managed; in this case, the WBS is representative of how I’d like to implement the project.

A WBS diagram is attached as Appendix 6 in graphical format, which enables me to look at the

high level activities as a whole. A much more detailed WBS (created using iTask project management

software) appears as Appendix 7. The WBS will be reviewed with responsible individuals, as it is

important to include all team members when creating a WBS.” (Warburton, 2014). There are a

couple of reasons for this-‐-‐one being that the project team develops confidence in its goal. Another is

that responsibilities are clearly defined, resulting in accountability. Lastly, team members find it

easier to focus their attention on project objectives since they are doing the work.

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In creating the WBS, I recognized how many individual tasks are necessary to complete the

project that weren’t necessarily reflected in the deliverables or milestones sections of the scope

document. Creating the WBS really challenged me to identify every minute detail necessary to

complete the project. It also forces a level of discipline—using the scope document as the basis for

the WBS ensures that you don’t go beyond it when you are outlining what specifically is to be

included (or not). The WBS provides the basis for both the schedule and project budget.

Network Diagram and Critical Path

The goal of the network diagram is to produce the schedule for the entire project

(Warburton, 2013) and it is built from the WBS. One was created using iTask software and can be

viewed in the attached MS Project compatible file. Activity durations were based on my own

experience and by gathering information from experts in this type of trip planning.

The critical path is the most important element of the network diagram and appears as

Appendix 10. The earliest expected finish date for the project is September 12, 2014. Note that the

project management process appears as part of the critical path, simply because it spans the entire

length of the project. It has no impact on the earliest finish date of the project. The critical path

activities include the addition of inflexible constraints where appropriate. An example is the task of

obtaining the permit and campsite reservations. They cannot be made more than four months in

advance and since the client wishes to hold the trip in September, the activity of getting the permit

and campsites cannot begin until May 1 and the trip cannot begin until September 1. Without these

and other realistic constraints such as purchasing food and ice right before the trip is to begin, the

network diagram would not represent a feasible start and end date to the project. All milestones

identified in the project scope will be met under the proposed schedule. The duration of the get

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permit/reservations activity has the most impact on the project schedule, due to its potential long

duration and uncertainty. If the permit and reservations are obtained earlier than expected, the

entire project schedule will need to move up to be prepared for an earlier trip start.

The skill set and availability of personnel resources have been taken into account in assigning

tasks on the critical path. One of the benefits of using project management software is that resource

requirements and constraints can be analyzed, managed and tracked. By reviewing my initial

resource allocations, overallocations could be identified. Changing time percentage allocations for

some individuals to complete some tasks eliminated all overallocations.

Resource Planning

A necessary step in the planning process is resource planning. The WBS provides a good

estimate of the total resources required once you’ve laid out all the activities that need to be

completed, but team member selection and task assignments are very important. The success of

project work is naturally affected by the people who participate and a satisfactory outcome is not

possible if the right people are not on board or they are not clear about their roles. In putting

together a project team it is also important to consider the optimal team size. Advice given by

experts is to “have just enough people to do the job and no more.” (Harvard Business Press, 2004).

For this project, an experienced trip leader and volunteer will be recruited as they will have

familiarity with projects of this nature and will be committed to its goals. The resource responsibility

plan and breakdown structure appear in Appendix 11. Personnel resources are limited for this

project and much responsibility falls on the project manager. Part-‐time volunteer support is available

and can be increased if needed.

Project Schedule

Katy Zhu

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The project schedule is one of the key outputs of the network diagram. The GANTT chart is

often used to illustrate the project schedule because it is easily understood by most everyone.

(Warburton & Kanabar, 2014). A complete project schedule can be viewed in GANTT chart format in

the attached Microsoft project compatible file and will serve as the tool to track the schedule going

forward.

Cost Estimation

Cost estimation is one of the hardest things to do on a project for many reasons . For starters,

it’s an estimate of what is to take place in the future and when preparing, even experienced project

managers tend to be overly optimistic. (Warburton, 2013). An initial budget goal was included in the

scope document primarily for the benefit of the client. The budget estimate was based on a quick

review of what commerical outfitters were charging for similar trips and estimated material costs,

without any consideration of labor costs. The project budget goal quoted to the client was not to

exceed $4000 ($500/person), assuming eight participants exclusive of the trip leader.

A macro project estimate using an analogous estimate of cost, is shown in Appendix 12. The

calculations were based on 2014 prices of comparable White Rim trips held by commercial outfitters,

which I then converted to cost based on an assumed 25% profit margin. I also factored in a discount

for my services that I had promised the client, who is a friend of mine. The top-‐down estimate is

$4208 ($526/person), slightly higher than the budget quoted in the scope.

A comprehensive micro cost estimate was also constructed using a bottom-‐up approach to

the work breakdown structure with results summarized in Appendix 13. This was accomplished by

assigning resources-‐-‐both work (labor) and material-‐-‐to all tasks. The parametric method, which is

comprised of mathematical models that are often used to compute project estimates (Warburton,

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2013) was used to determine cost estimates for several work breakdown packages. Two examples

appear as Appendices 8 and 9. The rolled up micro estimate matched the macro estimate pretty

closely: $4396 versus $4208; the $188 difference represents my failure to adequately predict the

time needed to manage the project. Both estimates are slightly above the estimated budget, with

the micro estimate coming in at $550/person versus budget of $500/person. As previously noted in

the priority matrix, cost was an “acceptance” item that was not to take priority over the scope of the

project, so the slight budget overage of 10% is not of great concern at this time. However, project

costs will need to be monitored and managed to avoid a larger cost overrun. Further discussion on

monitoring and controlling costs appears later in this paper.

While analyzing the micro estimate, it became apparent that nearly half of the total project

cost is allocated to my time (even at a discounted rate) -‐-‐primarily the project management (PM)

component. This begs the question: is my project management service that valuable? A recent study

found that there is a clear relationship between investments made in PM and the qualitative and

quantative benefits resulting from PM. (Lappe, 2014). I take this as a yes—especially for a trip for

which detailed planning ensures safety and satisfaction.

There may be an opportunity to bring the cost of the project closer to the budget. The

material costs for the project are fairly fixed as is the labor rate for the trip leader, so I don’t

anticipate much positive cost variance for these. However, it may be possible for me to complete

some of the project management tasks in a shorter time than estimated, resulting in a reduction in

labor costs. According to Oberlender (2001), ”the accuracy of an early estimate depends on four

determinants: (1) who was involved in preparing the estimate; (2) how the estimate was prepared;

(3) what was known about the project; and (4) other factors considered while preparing the

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estimate.” My early estimate was fairly accurate due to my knowledge of the project and approach I

took to prepare it.

Risk Planning

Risk planning is an essential component of the planning process and risk management is

considered by Warburton & Kanabar (2014) to be “an art and a science.” Risk planning and

management involves identifying, quantifying, and planning responses for risks in case they occur. A

qualitative risk analysis was completed and appears as Appendix 14. Both the likeliness of identified

risks and their impact to the project were estimated. The risk response plan in Appendix 15 was

created to address the known risks should they arise during the life of the project.

Communications Planning

One of the most important aspects of successful project management is communication—to

stakeholders, team members, the sponsor, etc. To ensure that the communication needs of the

project are met, a communications management plan was created and appears as Appendix 16.

Monitoring and Controlling Processes

The planning processes of a project are highly important early in the project, but once the

project is executed, monitoring and controlling processes become critical to ensure the cost,

schedule and scope are under control. This will be accomplished by comparing current project

deliverables status to established baselines. For example, the baselines for schedule and cost per the

GANTT chart and WBS cost forecasts will be frequently compared to actual work completed and

costs “consumed”. The earned value method will be used to produce schedule and cost variance

reports which will be reviewed with the client during scheduled status update meetings. Significant

variances from baselines will be addressed via corrective action where needed, following the

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established change control process. Risk status will be monitored through risk register weekly

reviews and responses initiated as outlined in the risk response plan.

Project Close-‐Out

The project close phase provides an opportunity to capture lessons learned during the project

for future consideration. Valuable feedback will be obtained via an evaluation form from all

participants. A project wrap-‐up team meeting will take place within the week following trip

completion to obtain team feedback. Additional inputs will be solicited from the client as well.

Recommendations

Employing a rigorous project management approach using the appropriate tools to plan the

project gives me confidence that the project and ultimately, the trip, will be successful and that the

stakeholders will be highly satisifed. While it is difficult to quantify the value of a “personalized”

customizable trip like this one versus a commercial trip, the project screening matrix helps to justify

the project. In addition to a potential cost savings of $200-‐$300 per participant, the trip will meet the

exclusive needs and desires of the sponsor/client and those of the friends she invites to join her.

Managing all stakeholder expectations will be a bit challenging at the beginning of the project

because the participants will not be identified until the project is well underway. Until this time, the

primary stakeholder, the client, will serve as the representative for all stakeholders. There is some

risk in this approach, so it is recommended that a stakeholders issue log be created to address any

inconsistencies between initial and ongoing stakeholder expectations.

The project plan contains most of the elements required for a project of this nature. I would

recommend that some quality metrics be identified around customer satisfaction. These can then be

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measured through the post-‐trip evaluations. This information, along with feedback from the post-‐

project team meeting will provide inputs for a closeout report, which is also recommended.

It is highly recommended that project management software be utilized to manage and

control schedule, costs and resources. Programs such as Microsoft Project, iTask et al are meant to

provide managers with decision-‐making support needed in planning, organizing and controlling

projects. (Raymond & Bergeron, 2008). The goal is to boost efficiency by making the project life cycle

more visible with the key contribution of enabling a coherent flow of information between project

managers and team members. Project managers who deal with single projects that aren’t perceived

as complex may not be willing to use project management software, because they don’t feel the time

investment to keep the system updated produces benefits that outweigh the effort. (Caniëls, 2012).

I found the use of iTask greatly enhanced my ability to produce an accurate schedule and cost

estimates and will allow me to track project progress and identify variances once execution begins.

Utilization of PMIS can result in productivity improvements in the form of more timely

decision-‐making and can have direct impact on project success through budget and project deadline

control, as well as fulfilling technical specifications. (Raymond & Bergeron, 2008). Potential gains in

efficiency can also lead to significant cost savings and an increased return on investment. (Braglia,

2012). What these programs do not do-‐-‐ is the work. It will be important for the project manager to

effectively lead and motivate team members to ensure they continue to work towards the project

goals. The GANNT chart will be a useful communication tool for client and team updates along with

the earned value analysis and risk register. Now that the project has been carefully planned, its

success will depend on effective execution, leadership, and timely, informative communication by

the project manager to stakeholders and team members.

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Appendix 1: References

Ahlemann, F. (2009). Towards a conceptual reverence model for project management information

systems. International Journal of Project Management. 27(1), 19-‐30.

Auerbach P.(2009). Planning food for wilderness expeditions. Risk management and first aid.

Retrieved from http://outdoored.com on Jan. 21, 2014.

Braglia, M. Frosolini, M. (2012). An integrated approach to implement Project Management

Information Systems within the extended enterprise. International Journal of Project

Management. 32(1), 18-‐29.

Caniëls, M.C. J, Bakens, R.J.J.M. (2012). The effects of project management information systems on

decision making in a multi-‐project environment. International Journal of Project

Management. 30, 162-‐175.

Globerson S. (1994). Impact of various work-‐breakdown stuctures on project conceptualization.

International Journal of Project Management. 12(3), 165-‐171.

Korn, D. (2013). Emergency Preparedness & Outdoor Adventure Planning Checklist. Retrieved from

www.peakprosperity.com/wsldblog/81336/emergency-‐preparedness-‐outdoor-‐adventure-‐

planning-‐checklist on Feb. 20, 2014.

Lappe, M, Spang, K. In press. Investments in project management are profitable : A case-‐based

analysis of the relationship between the costs and benefits of project management.

International Journal of Project Management, xx (2013) xxx–xxx.

Managing Projects Large and Small. (2004). Boston: Harvard Business School Press.

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Oberlender, G. and Trost, S. 2001. Predicting Accuracy of Early Cost Estimates Based on Estimate

Quality. J. Constr. Eng. Manage., 127(3), 173–182.

PMBOK 5th Edition. (2013). Newton Square, PA. Project Management Institute, Inc.

Project management and travel: What you need to know. (2010). Retrieved from:

http://travelexploit.com on Jan. 21, 2014.

Raymond, L. and Begeron, F. (2008). Project management information systems: An empirical study

of their impact on project managers and project success. International Journal of Project

Management. 26, 213-‐220.

Resources for Bike tours. (2014). Retrieved from http://bicycleuniverse.info/touring on Jan. 21, 2014.

The “How to” Guide for solo, self-‐supported bicycle touring. (2014). Retrieved from:

http://www.johneasley.com/specialpages/solotouring.aspx on Jan. 22, 2014

Tools for Planning a Self-‐supported bicycle tour. (2014) Bicycle Touring Pro. Retrieved from:

http://bicycletouringpro.com on Jan. 22, 2014.

USDA Center for Nutrition Policy and Promotion. (2013). Official USDA Food Plans: Cost of Food at

Home at Four Levels, US Average, December 2013. Retrieved from:

http://www.cnpp.usda.gov. on February 13, 2014.

US Energy Information Administration.(2014). Outlook for gasoline prices in 2014. Retrieved from:

http://www.eia.gov/tools/faqs/faq.cfm?id=287&t=10 on February 13, 2014.

Warburton R. (2014). MET AD642 Spring 2014. Lectures. BU Online

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Warburton R. and Kanabar, V. (2013). The Art and Science of Project Management. Newport, RI. RW

Press.

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Appendix 2: Project Charter

Project Title: White Rim Trip

Start Date: April 1, 2014

End Date: September 2014, exact date TBD

Description: The project will plan a customized, three day self-‐supported mountain bike trip on the White Rim Trail in Moab, Utah.

Justification: The client wishes to organize a trip with a group of her close friends. Commercial outfitters are available to take groups on a trip of this kind, but do not provide the same level of customization and are fairly costly.

High Level Requirements:

A three-‐day self supported trip in September to be guided by an experienced trip leader. All food, water, and other necessary gear will be provided along with a support vehicle. Limited to eight participants, all of whom must be able to physically fit to bicycle 30-‐35 miles per day and be comfortable spending 3 days and 2 nights in the backcountry. Participants must provide own mountain bike in good working order.

High-‐Level Risks: Permit/campsite reservations are first come, first serve and not able to be reserved until four months in advance. There is risk that a permit/reservations are not obtained for desired month of trip. Trail closure due to damage and severely inclement weather are also risks.

Success Criteria and Approvals:

1. Full trip attendance (Participants chosen by client, Threshold approval by project manager)

2. All participants finish trip safely and enjoy the trip.(Approval: Project manager)

3. Follow-‐up evaluation form: At conclusion of trip, determine level of satisfaction with the trip. (Approval: Project manager)

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Project Charter, Cont.

Stakeholder List: Key Stakeholder: Sponsor (Client)

Stakeholders: Trip participants

Budget:

Sponsor:

$4,000

Terri Cheeseman

Summary Milestones:

Summary

Milestones:

Draft trip itinerary complete: May 1, 2014

Obtain backcountry permit and campsite reservations: June 1, 2014

Finalize itinerary: June 15, 2014

Identify trip leader: July 1, 2014

Identify participants: July 1, 2014

Menu and shopping list finalized: August 7, 2014

Trip: Completed by Sept. 30, 2014

Project Manager:

Responsibility:

Authority:

Robin Hoff

Project manager has responsibility for staffing decisions and budget. PM to provide project status updates to client.

PM has the authority to select project team members and to allocate funds for identified resources needed for project completion.

Signatures:

PM:

Date:

Client:

Date:

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Appendix 3: Project Screening Matrix

Criteria Cost Schedule flexibility

Bikes provided

Custom menu

Group size

Selection of participants

Score

Importance Weight

2 3 1 2 2 3

Commercial Outfitter

5 5 10 2 5 5 64

Private Trip 10 8 0 8 10 10 110

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Appendix 4: Project Scope Statement

OBJECTIVE:

To plan a safe, self-‐supported, multi-‐day (3) mountain biking trip on the White Rim Trail in Moab, UT to occur in September 2014 with a maximum of 8 participants. Budget goal is not to exceed $4000 or $500/person cost, excluding transportation costs to and from Moab UT and excludes alcoholic beverages. The project management planning is scheduled to begin on May 1, 2014.

JUSTIFICATION:

A customized trip is possible, with more flexibility on daily itineraries and menus, with the possibility to achieve it at a lesser cost than a commercial operator would charge.

DELIVERABLES:

Detailed trip plan including logistics

Per person cost estimate

Support vehicle reservation and pick up

Daily Menu

Food and Water supply

Permit for backcountry access

Participant “What to bring list” and limitation on size of bag

Bicycle tool and replacement part list

MILESTONES:

Milestone Due Date Owner

Obtain backcountry permit and campsite reservations

June 1, 2014 PM-‐Robin Hoff

Finalize itinerary June 15, 2014 PM-‐Robin Hoff

Identification of Trip Leader July 1, 2014 PM-‐ Robin Hoff

Identify participants July 1, 2014 Client: Terri Cheeseman

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Finalize menu August 7, 2014 PM: Robin Hoff

Conference call with participants

July 31, 2014 PM: Robin Hoff

Trip, September 2014 Sept. 30, 2014 Trip Leader-‐TBD

TECHNICAL/PHYSICAL REQUIREMENTS:

Participants must provide their own mountain bike (owned or rented) in good working order

Participants must possess a level of health and fitness to ride 25-‐30 miles per day and be comfortable spending 24 hours per day in the outdoors

Participants must have friendly, adventurous demeanor

Various dietary restrictions must be accommodated

Support vehicle must be a high-‐clearance vehicle and have capacity for essential food, water and gear

Adequate bicycle repair tools and replacement parts must be available

Must have potable water sufficient for all participants for duration of trip

Daily menus must meet caloric needs while mountain biking

At least one participant must possess adequate bicycle repair skills

Trip leader must possess CPR and first aid training

ASSUMPTIONS:

Daily consumption of water is one gallon per person

Participants are responsible for bringing own mountain bike, camping, inclement weather gear and adult beverages

Average calorie burn for an individual weighing 150lbs is approximately 600 calories/hour

No participants have chronic health issues or injuries that would prevent them from starting and completing the trip

At least six participants are capable and willing of driving the support vehicle as needed

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The 3 day trip will occur in part, over a weekend (Sat, Sun)

LIMITS AND EXCLUSIONS:

The project plan does not include planning and logistics for travel of participants to and from Moab, UT

Participation is limited to a maximum of eight cyclists, exclusive of trip leader

Participation is limited to those who meet the physical and equipment requirements listed

RISKS:

Permit/campsite reservations not available for September

Trail or campsite closures due to inclement weather

Trip leader unavailable due to illness or injury

Provisions for maintaining perishables is not sufficient

Daily water and adult beverage needs are underestimated

CUSTOMER REVIEWS:

Monthly updates from PM (Robin Hoff) to client

REVIEW AND SIGN OFF OF FINAL DELIVERABLES:

Client (on behalf of all stakeholders): Terri Cheeseman

Project Manager: Robin Hoff

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Appendix 5: Priority Matrix

SCOPE SCHEDULE COST

Constrain 

Enhance 

Accept 

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Appendix 6: Work Breakdown Structure Diagram

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Appendix 7: iTask WBS

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Appendix 7: iTask WBS Con’t

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Appendix 7: iTask WBS Con’t

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Appendix 7: iTask WBS, Con’t

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Appendix 8: Sample Work Package Estimate A

Parametric Estimate for Food Cost:

USDA 2013 average daily cost of food for adult 19-‐50 yrs of age X 1.77 (multiplier for increased caloric needs biking 35 miles per day) X duration of trip. Unit food cost (per person)= $11.30 X 1.77 X 3.5= $70.00

Work Package Description Project Title White Rim Trip

Work Package Title

Purchase Food for trip

WBS Code

1.8.2

Deliverable

Food supply

Description of Work:

Buy food supply for trip

Predecessors

Shop for food

Successors

Obtain coolers

Duration

0.25 day

Constraints

Food should be purchased as late as possible to avoid spoilage of perishables

Risks

Food spoilage

Task ID No.

Activity/Cost Item

Resource Duration (days)

Labor (hrs)

Rate Units Unit Cost

Total

73 Purchase Food

Volunteer 0.25 1.0 0.00 $0.00

Food Material 9 $70.00 $630.00

Total Cost $630.00

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Appendix 9: Sample Work Package Estimate B

Parametric Estimate for Gasoline Cost:

Mileage from Denver to Moab ÷ Average mileage of Dodge Ram 1500) X Estimated cost per gallon of gasoline. 375miles ÷ 15mi/gallon= 25 gallons X $3.50/gallon= $87.50

Work Package Description Project Title White Rim Trip

Work Package Title

Fill gas tank

WBS Code

1.6.7

Deliverable

Full tank of gas in support vehicle

Description of Work:

Refill gas tank for backcountry trip

Predecessors

Drive to Moab from Denver

Successors

Drive to Trailhead

Duration

0.5 day

Constraints

Gasoline should be purchased after arriving in Moab, so tank is full for White Rim trip.

Dodge Ram 1500 gas tank holds 25 gallons.

Risks

Cost of gasoline could go above projections.

Task ID No.

Activity/Cost Item

Resource Duration Labor (hrs)

Rate Units Unit Cost

Total

62 Refill gas tank

Robin Hoff

0.5 20.00 $10.00

Gasoline Material 25 $3.50 $87.50

Total Cost $97.50

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Appendix 10: Network Diagram Critical Path

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Appendix 10: Network Diagram Critical Path, Cont

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Appendix 11: Resource Responsibility and Breakdown Structure

Project: White Rim Trip

1. Roles and Responsibilities: • Project manager (PM) is responsible for the success of the trip project. The PM must

approve all expenditures and communicate with the stakeholders. The team members will be responsible for timely execution of the assigned activities and the quality of the work activities should meet established acceptance criteria.

• Volunteer Support staff is responsible for various activities related to gathering all items needed for the trip including food, water, camp gear, bike repair parts, etc

• Trip leader is responsible for the success of the trip itself and the safety of all who will be participating.

2. Organizational Structure: All the above roles report to the PM. The PM works with the client.

3. Staff Acquisitions The project staff will consist of internal resources. The trip leader will be contracted.

4. Staff release The staff will be released from the project one day after the completion of the trip.

5. Training None needed. Trip leader will be pre-‐certified in first aid and CPR.

Resource Breakdown Structure

0 Project White Rim Trip

1. Personnel Resources 1.1 Project Manager 1.2 Volunteer Support 1.3 Trip Leader

2. Equipment 2.1 Support vehicle 2.2 Bike repair kit 2.3 Camp Kitchen 2.4 Coolers 2.5 First aid kit 2.6 Bicycles 2.7 Stoves 2.8 Propane tank 2.9 Pots and pans 2.10 Folding tables

3. Materials 3.1 Packing boxes 3.2 Ice 3.3 Food 3.4 Water 3.5 Gasoline 3.6 Water containers

Robin Hoff | P a g e

Appendix 12: Macro Cost Estimate (Top Down)

Similar Projects Current Prices Multiplier to

Determine Trip Cost

Current Project

Estimate

2014 prices for

commercially

available trips of same

duration were

researched

Average price is

$781/person

(obtained from 4

commercial outfitters)

Assuming a 25%

profit, average cost of

trips is

$781 X

.75=$585/person

Assuming a 10%

discount being

offered to client thru

reduced labor rates,

$585 X .9=

$526/person

Robin Hoff | P a g e

Appendix 13: Bottom-‐Up Total Project Cost Summary

Resource Type Resource Name Total Cost

Work Robin Hoff $1686.67

Work Trip Leader $313.26

Work Volunteer Support 1 $0.00

Material Support Vehicle $1250.00

Material Food $630.00

Material Ice $100.00

Material Propane Canister $50.00

Material Permit $30.00

Material Bike Repair Kit $100.00

Material Gasoline $196.00

Material First Aid Kit $40.00

TOTALS Work (labor) Cost

Material Cost

PROJECT COST

$1999.93

$2396.00

$4395.93

Robin Hoff | P a g e

Appendix 14: Risk Register

Risk ID

Risk Likeliness

Rating

(H, M, L)

Project Impact

(H, M, L)

1 Inability to obtain permit/campsite reservation for month of September

L M

2 Trail or campsite closures due to road damage L H

3 Trip leader unavailable due to illness or injury L M

4 Confirmed participant(s) unable to attend M M

5 Daily water and food needs underestimated L M

6 Adult beverage supply is inadequate (run out of beer) L M

7 Cooler and ice system insufficient for length of trip M H

8 Support vehicle break down L H

9 Illness or injury to trip leader or participants while on trip L H

10 Mechanical issue with bicycle(s) L M

11 Participant (s) do not pack proper clothing and gear for trip L L

12 Participant (s) behave poorly (whining, complaining, drunkenness) L L

13 Extremely inclement weather L M

14 Cost of gasoline is higher than predicted M L

15 Adult beverage supply is not consumed (leftover beer!) L L

Robin Hoff | P a g e

Appendix 15: Risk Response Plan

Risk ID Risk Response

1 Inability to obtain permit/campsite reservation for month of September

Accept: Another month could be considered by client

2 Trail or campsite closures due to road damage Accept: Have client consider another month for trip

3 Trip leader unavailable due to illness or injury Mitigate: Identify a back-‐up

4 Confirmed participant(s) unable to attend Accept: Have client consider alternative participants

5 Daily water and food needs underestimated Prevent: Published daily water and caloric needs used to calculate

6 Adult beverage supply is inadequate (run out of beer) Transfer: Participants responsible for own adult beverages

7 Cooler and ice system insufficient for length of trip Mitigate: Ensure enough non-‐perishable food is packed

8 Support vehicle break down Transfer: Rent vehicle from reliable car agency

9 Illness or injury to trip leader or participants while on trip

Mitigate: First aid kit, with first aid and CPR trained trip leader

10 Mechanical issue with bicycle(s) Mitigate: Complete bike repair kit and knowledgeable repairman in group

11 Participant (s) do not pack proper clothing and gear for trip

Mitigate: What-‐to-‐bring list will be reviewed and also emailed to participants

12 Participant (s) have bad attitude or behave poorly Transfer: Client has been advised to consider group dynamics in choosing participants

13 Extremely inclement weather Mitigate: Inclement weather gear required for all participants

14 Cost of gasoline is higher than predicted Accept

15 Adult beverage supply is not consumed-‐-‐leftover beer!

Accept: This is rarely happens but is always appreciated

Robin Hoff | P a g e

Appendix 16: Communications Plan

Activity Description Audience Method Frequency Sender

Kickoff Meeting

Review goals and objectives and key deliverables

Client (sponsor) Project team

Conf call Once PM

Team Meetings

Review project status and status of deliverables

Project team

Trip Leader (once identified)

Conf call Bi-‐weekly PM

Client Meeting

Communicate permit dates

Client Conf call Once PM

Participant Meeting

Introduce trip Leader, Review trip itinerary, communicate bag size limit, review what to bring

Client, participants and Trip Leader

Conf call Once Trip Leader

Client Meeting

Review menu Client Conf call Once PM

Monthly Client Updates

Status update of project

Client Email Monthly PM

Final pre-‐ Trip Team Meeting

Review complete packing checklist

Project team Conf call Once PM

Pre-‐trip Meeting at Trailhead

Review day 1 itinerary, select first driver

Trip leader

Participants

Face-‐to-‐ Face

Once Trip Leader

Robin Hoff | P a g e