To provide an affordable, accessible and alternative mode of Transportation (using the DUKWs) to the residents of the Fuqua Sound corridor for the duration of The Main Way Viaduct Replacement Project.

Company Objectives

· We will provide a Shuttle Association service to Everlytown, Kirkwood and Smithville on or before the viaduct officially closes to vehicle traffic in the Fall 2012.

· We will provide service via the waterways until the Bored Tunnel project concludes sometime in 2017.

· We will provide this Shuttle Association service using (initially) 30 new DUKWs, with pick-up and drop-off points in Everlytown, Kirkwood and Smithville every 45 minutes.

· Each city partner was chosen because of their proximity to existing Marinas (i.e. launch ramps). Each city will construct or provide a space or waiting areas for potential riders 30-days before launch date.

Executive Summary

According to an article published on the AARP Website, written by Linda Smith, in February 2012, Smithville ranked number 10 on a list of the “10 Worst Cities for Traffic”.

With the inevitable closing of the Main Way Viaduct slated for destruction in 2012, alternative ways of navigating the streets of Smithville and the Fuqua Sound corridor need to be investigated as viable alternatives to the current transportation systems in place today. One of those current systems is the Sounder, a regional rail line using traditional locomotives and passenger cars. Unfortunately, it is not considered a reliable option due to the vibration hazard the antiquated locomotives produce. The massive locomotive engines vibrate going through old unmaintained tunnels, which cause rockslides which cause rubble onto the tracks which cause schedule delays and service interruptions.

To alleviate the inevitable traffic congestion the viaduct closing will most certainly create, there is another option that has not been proposed, or at least not publically, that would: use technology already in existence, utilize the waterways unique to this region, alleviate road traffic along the corridor, create jobs, and provide a service to the residents of at least four cities bordering the Fuqua Sound corridor, and has the potential for long-term viability long after the viaduct project is completed. The project being proposed is a Shuttle Association service, using a technology created during WWII, called DUWKS, an amphibious craft that can be used on asphalt as well as in the water. This Shuttle Association service would be based in Everlytown, Kirkwood and Smithville.

Exhibit 1 – Google Images [dukw ww2].

Project Purpose/Justification

Business Need/Case

In the Autumn of 2012, the Main Way Viaduct Replacement Project will commence. What is the Main Way Viaduct Project?

The Main Way Viaduct Replacement Project (project) is located in downtown Smithville, Maine. The project would replace State Route (SR) 99 from approximately S. Royal Brougham Way to Roy Street and remove the existing viaduct (SR 99) form approximately S. King Street to the Battery Street Tunnel. (Main Way Viaduct Replacement - Environmental Documents, 2011)

Why is it being replaced? It is vulnerable to seismic activity and it is an old structure.

Interest in replacing the viaduct dates back to 1995 when a study was commissioned involving the Maine State Department of Transportation (MSDOT) and the University of Maine.

In early 2001, a team of design and seismic experts began work to consider various options for the viaduct. In the midst of this investigation, a 6.8-magnitude earthquake, called the Nisqually earthquake, shook the Fuqua Sound region on February 28, 2001.

The preferred alternative to the viaduct has been selected; it is the Bored Tunnel and it was selected because it was the only alternative that could be constructed without closing or substantially restricting SR 99 for years. Given the importance of the highway to local and regional transportation this was a very important advantage.

Exhibit 2 - SR 99 tunnel design concept.. MSDOT, SR99 - Tunnel

The need still exists for alternative transportation options getting in and around the Fuqua Sound and the Interim Shuttle Association Project (ISA) is a viable option.

The cities it would service were selected because of current supporting infrastructure, i.e. marinas with launch sites the Ducks could enter and exit easily.

The Ducks were selected because they are a proven technology, low in cost, and because of their versatility. The Ducks would provide a service to the residents of the Fuqua Sound corridor, by alleviating road traffic and by bolstering tourism throughout the region.

Business Objectives

The business objectives for this project are in direct support of the strategic plan to provide a low cost and inexpensive alternative mode of transportation servicing the Fuqua Sound starting in the Spring of 2013 and beyond.

· Obtain funding from the 4 city partners by June of this year.

· Select sites and begin construction (if required) of the ticket offices of the 4 city partners, no later than August 2012. Construction should be completed no later than February 2013.

· Take delivery of the 30 Ducks by November 2012.

· Begin water trails or functional testing, no later than December 2012, ending March 2013.

· Launch advertisement campaign in January 2013, to include: print, television and internet coverage.

· Design and test the electronic ticketing system to commence July 2012 and to be completed no later than November 2012.

Project Description

The Interim Shuttle Association Project will provide an alternative mode of transportation along the Fuqua Sound corridor using Ducks, (a dual-purpose vehicle that can be used on land and in water). Thirty Ducks will depart every 20 minutes with stops in Everlytown, Kirkwood and Smithville. This project has a dual purpose: 1) to utilize a very under-utilized waterway, currently be used by private boating and the state run ferry service, and 2) to alleviate some of the traffic congestion on the roadways.

Project Objectives and Success Criteria

The objectives which mutually support the milestones and deliverables for this project have been identified. In order to achieve success on the ISA Project, the following objectives must be met within the designated time and budget allocations:

· All vehicles must be on-site, inspected and functionally-checked, 90-days before in-service date.

· All city-partners must either break ground on or identify customer reception center locations by December 2012.

· The purchase orders must be placed to procure 30 Ducks by August 2012.

· The advertisement campaign announcing service start date must begin in November, 9 months before in-service date.

· The Ducks must arrive on dock no later than 4 January 2013.

Requirements

This project must meet the following list of requirements in order to achieve success.

· The storage and maintenance barn that will be used to house and service the vehicles must be completed or located 30 days before the first delivery.

· All licenses and permits must be obtained within 30 days after delivery.

· Gasoline storage tanks and compressed air tanks must be inspected and installed before first delivery.

· The maintenance shop must be fully functional 30 days before first delivery.

· All boat captains must obtain their licenses and complete training 30 days before delivery.

· The spare parts store must be fully-stocked and inventoried, 30 days before the in service date.

· The electronic ticketing program should be up and running and all beta testing completed 90 days before in-service date.

· All safety equipment must be ordered and stocked no later than 60 days before in-service date.

Additional requirements may be added as necessary, with project sponsor approval, as the project moves forward.

Constraints

The following constraints pertain to the ISA project:

· Finding a warehouse large enough to house 30 Ducks.

· The winter months and the ridership impact.

· The weather.

· Having enough qualified boat captains before the in-service date.

· All security hardware and software must be compatible with current IT platforms

· All hardware and software must be purchased in accordance with the allocated budget and timeline

· The cost of fuel

· Not enough vehicles prepped before in-service date

· A city partner backs-out of the project

Assumptions

The following are a list of assumptions. Upon agreement and signature of this document, all parties acknowledge that these assumptions are true and correct:

· This project has the full support of the project sponsor, stakeholders, and all departments

· The purpose of this project will be communicated throughout the organization prior to deployment

· The Operations manager will provide additional resources if necessary

Preliminary Scope Statement

The ISA project consists of deploying 30 DWKS or colloquially pronounced, Ducks, in the Spring of 2013. This project was originally conceived as a alternative mode of transportation while the Main Way Viaduct Replacement was being constructed. It was originally thought the viaduct would be closed completely or traffic affected so severely that the public would glom onto any alternative as opposed to facing the inevitable traffic jams caused by the closure. The first day of operation was strategically planned to coincide with first day of the closure. However, out of the three choices the Port of Smithville and the City could have chosen, they picked the only one that would not close SR 99 or hamper the traffic. Thus, the scope of the project changed allowing the project team more time to plan, more time to find more funding and more time to hire.

Identify Stakeholders

Organization	Name	Email address
Sponsor	Harry Mitchell	[email protected]
City of Other	Grey Goose	[email protected]
City of Everlytown	Harry Carey	[email protected]
City of Kirkwood	George S. Halisst	[email protected]
City of Smithville	Michael Gordan	[email protected]
Smithville Port Authority	Ernie Manks	[email protected]
MSDOT	Sammy Bosa	[email protected]
Dir of Marina	Rooster Cockburn	[email protected]
Dir of Everlytown Marina	Jake Cutler	[email protected]

Risks

The following risks for the ISA project have been identified. The project manager will determine and employ the necessary risk mitigation/avoidance strategies as appropriate to minimize the likelihood of these risks:

· Ducks aren’t ready or delivered in time for in-service date

· Cannot find warehouse with enough room to house thirty vehicles.

· Funding is inadequate.

· Ridership is low.

· One of the city partners backs out of the deal.

· Not enough qualified captains to drive the boats.

· Gas prices too high.

· City partner (s) cannot find suitable facilities for launch site.

· The e-ticket website is not up and running by in-service date.

· Potential disruption to operations during solution deployment

· External threats breaching intranet security via new methods

Strengths Weaknesses

☼ Using Existing Technology ☼ The Weather

☼ Utilize Fuqua Sound Waterways ☼ High Fuel Costs

☼ Alleviate some road traffic ☼ Slow-going, in-water speed 6 mph

☼ Create new jobs ☼ No accommodations for the Handicapped

Opportunities Threats

☼ New Business ☼ Low ridership

☼ Bolster Tourism ☼ Spare parts hard to acquire

☼ Design a hybrid version ☼ Tourism Duck company may object

Project Deliverables

The following deliverables must be met upon the successful completion of the ISA Project. Any changes to these deliverables must be approved by the project sponsor.

· Fully deployed fleet of 30 Ducks, 1 month prior to in-service date

· All boat captains, vetted, trained and licensed 1 month prior to in-service date

· Website for ticket purchases in place 60-days prior to in-service date

· Maintenance warehouse fully operation, well-stocked, with internal fueling and compressed air stations, 60 days before in-service date.

· All safety equipment on-hand and installed in each Duck 45-days before in-service date.

· Ad Campaign launch 60-days before in-service date to include: printed ad, TV ads, Social Media sites and Internet ads

· Pre-launch ticket sales, at least 1000 seats sold 1 day before in-service date.

Security Firm on contract 2 weeks before in-service date.

Lock-in fuel costs with broker on a 2-year Fixed Firm contract.

Summary Milestone Schedule

The project Summary Milestone Schedule is presented below. As requirements are more clearly defined this schedule may be modified. Any changes will be communicated through project status meetings by the project manager.

Summary Milestone Schedule – List key project milestones relative to project start.
Project Milestone	Target Date (mm/dd/yyyy)
· Project Start	1 February 2012
· Place Purchase Orders for 30 Ducks	1 March 2012
· Lease maintenance barn or warehouse	1 February 2013
· Launch ad campaign	1 February 2013
· Recruit/Interview boat captains	1 January 2013
· Hire boat captains	1 February 2013
· Place purchase orders for safety equipment	15 February 2013
· Sign a Firm Fixed 2-year contract for fuel	15 February 2013
· Place POs for Compressed air tanks	1 February 2013
· Inspect Interim Launch site and customer waiting area	15 February – 15 March
· Inspect Everlytown Launch site and customer waiting area	15 February – 15 March
· Inspect Kirkwood Launch site and customer waiting area	15 February – 15 March
· Inspect Smithville Launch site and customer waiting area	15 February – 15 March
· Deploy e-ticket website	1 February 2013
· Contract mobile lunch truck service for headquarters & MX	1 March 2013
· Schedule shake-out drills and functional checks	1 December 2012
· In-service date for the Interim Shuttle Association Service	1 April 2013
· Take Delivery of Ducks	1 November 2012

Summary Budget

The following table contains a summary budget based on the planned cost components and estimated costs required for successful completion of the project.

Summary Budget – List component project costs
Project Component	Component Cost
· Personnel Resources	$1,000,000
· Office Furniture	$45,000
· Software and Licensing	$75,000
· Purchase of 30 Duwks @ 15K per vehicle	$450,000
· Two year FF Fuel Contract $3.15/gallon (500K gal)	$1,575,000
· Catering Truck Services - 1 year contact	$25,000
· Compressed Air Tanks rental	$15,000
· Safety vests, flashlights and radios	$100,000
· IT Specialist + 2 programmers (6 mo contracts)	$250,000
· Security Service - 1 year contract	$100,000
· Advertisement Costs - 1 year	$1,000,000

TOTAL	$4,635,000

Project Approval Requirements

Success for the ISA Project will be achieved when 30 Ducks have been fully tested, fully mission capable, outfitted with all the necessary safety equipment, all avionics have been checked, and all technical documentation, licenses and permits filed, within the time and cost constraints indicated in this charter. Additionally, this measure of success must include a plan to expand service to the South Sound in 2 years. Success will be determined by the Project Sponsor, Mr. Harry D. Mitchell, who will also authorize completion of the project.

Project Manager

Susan A. Arnold is named Project Manager for the duration of the ISA Project. Ms. Arnold’s responsibility is to manage all project tasks, scheduling, and communication regarding the ISA Project. Her team, consisting of one IT specialist, Marketing director, Ms. Gadwall, one procurement agent, Ms. Cinnamon Teal, two mechanics and one boat captain, Captain Mallard will be matrix support from the Operations department. Ms. Arnold will coordinate all resource requirements through the Operations department manager, W.C Pintail. Ms. Arnold is authorized to approve all budget expenditures up to, and including, the allocated budget amounts. Any additional funding must be requested through the Project Sponsor, Harry D. Mitchell. Ms. Arnold will provide weekly updates to the Project Sponsor.

Identify Stakeholders

The ISA Project Team will conduct a brainstorming session in order to identify stakeholders for the project. The brainstorming session will include the primary project team and project sponsor. The session will be broken down into two parts. The first part will focus on internal stakeholders within the cities serviced. These stakeholders may include functional managers, operations personnel, finance personnel, warehouse and material handlers, and any other employee who will be affected by the ISA project. The second part of the session will focus on external stakeholders. These may include suppliers, trial customers, partner organizations, or any other individuals who reside outside of the cities serviced.

The following criteria will be used to determine if an individual will be included as a stakeholder:

1) Will the person or their organization be directly or indirectly affected by this project?

2) Does the person or their organization hold a position from which they can influence the project?

3) Does the person have an impact on the project’s resources (material, personnel, funding)?

4) Does the person or their organization have any special skills or capabilities the project will require?

5) Does the person potentially benefit from the project or are they in a position to resist this change?

Any individual who meets one or more of the above criteria will be identified as a stakeholder. Stakeholders from the same organization will be grouped in order to simplify communication and stakeholder management.

Key Stakeholders

As a follow on to Identify Stakeholders, the project team will identify key stakeholders who have the most influence on the project or who may be impacted the most by it. These key stakeholders are those who also require the most communication and management which will be determined as stakeholders are analyzed. Once identified, the Project Manager will develop a plan to obtain their feedback on the level of participation they desire, frequency and type of communication, and any concerns or conflicting interests they have.

Based on the feedback gathered by the project manager, the determination may be made to involve key stakeholders on steering committees, focus groups, gate reviews, or other project meetings or milestones. Thorough communication with key stakeholders is necessary to ensure all concerns are identified and addressed and that resources for the project remain available.

Stakeholder Analysis

Once all ISA Project stakeholders have been identified, the project team will categorize and analyze each stakeholder. The purpose of this analysis is to determine the stakeholders’ level of power or influence, plan the management approach for each stakeholder, and to determine the appropriate levels of communication and participation each stakeholder will have on the project.

The project team will categorize stakeholders based on their organization or department. Once all stakeholders have been categorized, the project team will utilize a power/interest matrix to illustrate the potential impact each stakeholder may have on the project. Based on this analysis the project team will also complete a stakeholder analysis matrix which illustrates the concerns, level of involvement, and management strategy for each stakeholder.

The chart below will be used to establish stakeholders and their levels of power and interest for use on the power/interest chart as part of the stakeholder analysis.

Key	Organization	Name	Power (1-5)	Interest (1-5)
A	Sponsor	Harry Mitchell	4	5
B	City of Other	Grey Goose	5	4
C	City of Everlytown	Harry Carey	4	5
D	City of Kirkwood	George S. Halis	4	5
E	City of Smithville	Michael Jordon	4	5
F	Smithville Port Authority	Ernie Banks	5	4
G	MSDOT	Sammy Sosa	4	4
H	Dir of Marina	Rooster Cockburn	3	5
I	Dir of Everlytown Marina	Jake Cutler	3	5

Below is the power/interest chart for the ISA Project stakeholders. Each letter represents a stakeholder in accordance with the above chart.

Based on the power and interest analysis and chart above, stakeholders H and I will

require minimal management effort as they reside in the lower left quadrant of the matrix. Stakeholder G, in the upper left quadrant, must be kept satisfied by ensuring concerns and questions are addressed adequately. Stakeholders A, B, C, D, E and F, in the upper right quadrant, are key players and must be involved in all levels of project planning and change management. Additionally, stakeholders A, B and F should be participatory members in all project status meetings, gate reviews, and ad hoc meetings as required.

The stakeholder analysis matrix will be used to capture stakeholder concerns, level of involvement, and management strategy based on the stakeholder analysis and power/interest matrix above. The stakeholder analysis matrix will be reviewed and updated throughout the project’s duration in order to capture any new concerns or stakeholder management strategy efforts.

Shareholder Management Matrix

Stakeholder Name	Priority	Position	Role on Project	Stakeholder Objectives	Facts, Passion, and Areas of Interest	Communications Style	Emotional Connections and Relationship Strategies
Harry Mitchell	1		Sponsor	The project is on time and under budget	●Speed Skating ●Driving fast cars ●Cubs and Bears Fan	Comfortable with either formal or informal. Returns calls quickly and emails immediately.	He holds the purse strings, it is in our best interest to keep him very happy.
Grey Goose	1		Mayor of Other	No financial impact to the voting public	●Bets on the horses ●Bass Fishing ●Deep Sea Diving ●Loves martinis ●Loves Gin Rummy	Can be reached by cell most mornings. Wants his information quickly, succinctly	This is Harry’s boss he Is always in the Loop.
Harry Carey	3		Mayor of Everlytown	No financial impact to the voting public	●Loves Baseball ●Journalism Major ●Cubs Fan	Yells a lot Tends to announce his intentions Predicable – more formal, direct approach	As long as this project provides jobs as promised this mayor will be happy.
George S . Halis	3		Mayor of Kirkwood	No financial impact to the voting public	●Loves Football ●Bears Founder ● New York Yankee ●Navy Veteran	Loves PowerPoint presentations. The more data the better	As long as this project provides jobs as promised this mayor will be happy
Michael Jordon	3		Mayor of Smithville	No financial impact to the voting public	●Loves Basketball ●Loves Da’ Bulls ●Attended Duke U.	He’s kind of jumpy, nervous , can’t sit still, wants info down and dirty	As long as this project provides jobs as promised this mayor will be happy
Ernie Banks	2		Smithville Port Authority	The Ducks do not pose a hazard to commercial or private boaters	●Baseball Fan ●Born in Dallas, TX ●Hall of Fame – ‘77	Is a gentle lion. Prefers handwritten notes Does not email No cell phone	The Port Authority wants Their fair share of the Proceeds.
Sammy Sosa	2		MSDOT	The Ducks riding public are safe in the water and roads	● Ex MLB Player ● Cubs Fan ● Nickname: Mikey ●Born in Dominican Republic	E is his 2nd L The informal approach Kind of shy	Mr. Sosa wants to make Sure the waterways are Safe for more of these vehicles to operate in and the riders arrive to their destinations safely.
Stakeholder Name	Priority	Position	Role on Project	Stakeholder Objectives	Facts, Passion, and Areas of Interest	Communications Style	Emotional Connections and Relationship Strategies
Rooster Cockburn	2		Marina Director	Increase business in & around marina	●Loves Grits, Truly ●Raises Ostritchs ●Met John Wayne	Call him on his desk phone between 9 and 5	The marina director wants Satisfied customers to Return to their locations. Added revenues.
Jake Cutler	3		Everlytown Marina Director	Increase business in & around marina	●Born in Santa Claus, IN ●Football Fan ●Played QB in HS	Very quiet, reflective Believes actions speak louder than words Prefers informal Communication	The marina director wants Satisfied customers to Return to their locations. Added revenues.
Cinnamon Teal	3		PA & Contract Admin	Keep costs down through T & C Only negotiate FF Long Term Contracts	●Grad from Purdue ●Loves white water rafting ●Ex Air Force Officer	Uses Twitter Uses LinkedIn Uses Face Book Answers emails, Texts, VM	Stay out of her way. She Knows her stuff. Be Accessible when she needs You. She likes feedback And praises when warranted
Donald Mallard	2		Operations Director	The MX barn is functional and well stocked w/ spare parts	●Loves the water ●Loves boating and swimming ●Ex Navy Captain	He’s old school, doesn’t carry a smart phone but insisted on state of the art radar and radios for the operator’s use	He is ex-Navy and all he Cares about are his Boats and his mechanics In that order. Stay out of His work area unless invited.
Jean Gadwell	2		Marketing Director	She has enough budget to have a successful AD campaign	●Grew up in Fiji ●Worked for Macys ●Owned PR Firm	She wants 2 TVs and 3 monitors in her office. She text as her 1st mode of communication	She wants to do a good job But when she gets nervous Or stresses she gets off Point. Let her vent and Gently guide her back To the subject at hand.
Richard Daley	2		IT Director	He has enough budget to build a user friendly and responsive system	●Father was a Mayor ●Grew up in Chicago ●Interned @ Intel ●Boeing Executive	Definitely prefers email, twitter or IM	He eats and sleeps Computers. Asked for a Cot be put in his office, With a cipher lock. He eats Moon pies and orange Soda. He has a fridge in his Office.

Stakeholder Analysis

Interest / Power Plot

Attitude / Activity Plot

Communications Management Approach

The Project Manager will take a proactive role in ensuring effective communications on this project. The communications requirements are documented in the Communications Matrix presented in this document. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it and to whom to communicate.

Roles

Project Sponsor

The project sponsor is the champion of the project and has authorized the project by signing the project charter. This person is responsible for the funding of the project and is ultimately responsible for its success. Since the Project Sponsor is at the executive level communications should be presented in summary format unless the Project Sponsor requests more detailed communications.

Program Manager

The Program Manager oversees the project at the portfolio level and owns most of the resources assigned to the project. The Program Manager is responsible for overall program costs and profitability as such they require more detailed communications than the Project Sponsor.

Key Stakeholders

Normally Stakeholders includes all individuals and organizations who are impacted by the project. For this project we are defining a subset of the stakeholders as Key Stakeholders. These are the stakeholders with whom we need to communicate with and are not included in the other roles defined in this section. The Key Stakeholders includes executive management with an interest in the project and key users identified for participation in the project.

Change Control Board

The Change Control Board is a designated group which is reviews technical specifications and authorizes changes within the organizations infrastructure. Technical design documents, user impact analysis and implementation strategies are typical of the types of communication this group requires.

Customer

The customer for this project are the citizens of the service areas and the stakeholders are the mayors. As the customer who will be accepting the final deliverable of this project they will be informed of the project status including potential impacts to the schedule for the final deliverable or the product itself.

Project Manager

The Project Manager has overall responsibility for the execution of the project. The Project Manager manages day to day resources, provides project guidance and monitors and reports on the projects metrics as defined in the Project Management Plan. As the person responsible for the execution of the project, the Project Manager is the primary communicator for the project distributing information according to this Communications Management Plan.

Project Team

The Project Team is comprised of all persons who have a role performing work on the project. The project team needs to have a clear understanding of the work to be completed and the framework in which the project is to be executed. Since the Project Team is responsible for completing the work for the project they played a key role in creating the Project Plan including defining its schedule and work packages. The Project Team requires a detailed level of communications which is achieved through day to day interactions with the Project Manager and other team members along with weekly team meetings.

Steering Committee

The Steering Committee includes management representing the departments which make up the organization. The Steering Committee provides strategic oversight for changes which impact the overall organization. The purpose of the Steering Committee is to ensure that changes within the organization are effected in such a way that it benefits the organization as a whole. The Steering Committee requires communication on matters which will change the scope of the project and its deliverables.

Technical Lead

The Technical Lead is a person on the Project Team who is designated to be responsible for ensuring that all technical aspects of the project are addressed and that the project is implemented in a technically sound manner. The Technical Lead is responsible for all technical designs, overseeing the implementation of the designs and developing as-build documentation. The Technical Lead requires close communications with the Project Manager and the Project Team.

Project Team Directory

Role	Name	Email	Phone
Project Sponsor	Harry D. Mitchell	[email protected]	425-555-1312
Program Manager	Mayor, Grey Goose	[email protected]	425-555-1313
Project Manager	Susan. A. Arnold	[email protected]	425-GOT-DUCK
Customer		[email protected]	425-257-7115
Project Team
►IT Manager	Richard Daley	[email protected]	425-555-1314
►Procurement	Cinnamon Teal	[email protected]	425-555-1315
►Operations	Capt. Donald Mallard	[email protected]	425-555-1316
►Marketing	Jean Gadwell	[email protected]	425-555-1317
Project Stakeholders
►Mayor of Everlytown	Harry Carey	www.ci.Everlytown.wa.us/	425-775-2525
► Mayor of Kirkwood	George Halis	[email protected]	425-587-3001
► Mayor of Smithville	Michael Jordan	www.Smithville.gov/mayor	206-684-2489
Smithville Port Auth	Ernie Banks	www.portSmithville.com	206-787-3000
MSDOT	Sammy Sosa	[email protected]	360-705-7438

Communication Type	Description	Frequency	Format	Participants / Distribution	Deliverable	Constraints	Owner
Weekly Status Report	E-mail summary of project status	Weekly	E mail	Project Sponsor, Team and Stakeholders	Status Report	- Timely communications - Availability of technology	Project Manager
Weekly Project Team Meeting	Meeting to review action register and project	Weekly	In Person	Project Team	Updated Action Register	- Availability	Project Manager
Bi-Weekly Project Review	Present metrics and status to the Team, LT and Sponsors	Bi-Weekly	In Person / Dial-In	Project Sponsor, Team, LT and Stakeholders	Status and Metric Presentation	- Availability - Political Power	Project Manager
Weekly Development Status Meeting	Report outlining weekly progress and issues on development	Weekly	In Person	Project Team and Key Stakeholders	Development Status Update	- Availability - IT terminology	Project Manager
Project Gate Reviews	Present closeout of project phases, approve/disapprove and kickoff next phase	As Needed	In Person	Project Sponsor, Team and Stakeholders	Phase completion report and phase kickoff	- Timely communications to the availability of team	Project Manager
Technical Design/Change Request Review	Review of any technical designs or changes associated with the project	As Needed	In Person	Project Team	Technical Design or Change Package	- Availability	Project Manager

Figure 1 - Communication Matrix

Issues Management

Issues happen. As any project proceeds, unexpected questions and problems arise, and if the course or outcome of the project hangs in the balance, then an "issue" is born. Issues can pop up at any time during a project, and must be dealt with quickly, without the benefit of pre-defined solutions. Project issues may involve the project deliverable itself, or some element of the project process, including schedule, scope, budget or other project parameter.

We consider issue management part of Risk Management and as such are trying to be proactive in the identification of and the handling and dissolution of it before it becomes a full-blown problem or risk to the project. Please see Figure 1 below which illustrates the process flow used to identify potential issues.

Perform Issue Management

Guidelines for Meetings

Meeting Agenda

Meeting Agenda will be distributed 5 business days in advance of the meeting. The Agenda should identify the presenter for each topic along with a time limit for that topic. The first item in the agenda should be a review of action items from the previous meeting.

Meeting Minutes

Meeting minutes will be distributed within 2 business days following the meeting. Meeting minutes will include the status of all items from the agenda along with new action items and the Parking Lot list.

Action Items

Action Items are recorded in both the meeting agenda and minutes. Action items will include both the action item along with the owner of the action item. Meetings will start with a review of the status of all action items from previous meetings and end with a review of all new action items resulting from the meeting. The review of the new action items will include identifying the owner for each action item.

Meeting Chair Person

The Chair Person is responsible for distributing the meeting agenda, facilitating the meeting and distributing the meeting minutes. The Chair Person will ensure that the meeting starts and ends on time and that all presenters adhere to their allocated time frames.

Note Taker

The Note Taker is responsible for documenting the status of all meeting items, maintaining a Parking Lot item list and taking notes of anything else of importance during the meeting. The Note Taker will give a copy of their notes to the Chair Person at the end of the meeting as the Chair Person will use the notes to create the Meeting Minutes.

Time Keeper

The Time Keeper is responsible for helping the facilitator adhere to the time limits set in the meeting agenda. The Time Keeper will let the presenter know when they are approaching the end of their allocated time. Typically a quick hand signal to the presenter indicating how many minutes remain for the topic is sufficient.

Parking Lot

The Parking Lot is a tool used by the facilitator to record and defer items which aren’t on the meeting agenda; however, merit further discussion at a later time or through another forum.

A parking lot record should identify an owner for the item as that person will be responsible for ensuring follow-up. The Parking Lot list is to be included in the meeting minutes.

Change Request Form

Requirements Prioritization Process

The ISA manager will facilitate stakeholder meetings in order to establish priorities for all project requirements. This project will use a three-level scale in order to prioritize requirements. The chart below illustrates these levels and defines how requirements will be grouped:

image9.emf

Priority Level Definition

High

These requirements are mission critical. They are required for project/product

success or for progression to next project phase

Medium

These requirements support product/process operations but can be completed

under the next product release

Low

These requirements are quality and/or functional enhancements and are not

desirable if time and resources permit

As the project moves forward and additional constraints are identified or there are issues with resources, it may be necessary for the project team and stakeholders to meet in order to determine what requirements must be achieved, which can be re-baselined, or which can be omitted. These determinations will be made in a collaborative effort based on the priorities of the requirements and which level they are assigned in accordance with the chart above. As any changes in requirements are made, all project documentation must be updated in the CMDB and communicated to all project stakeholders.

Product Metrics

Product metrics for the ISA using the DUKW or “Duck” will be based on cost, quality, and performance requirements as outlined in the project charter. In order to achieve project success, the ISA product must meet or exceed all established metrics.

Cost:

· The estimated cost of a new DUKW is $50,000. A retrofitted vehicle is estimated to cost $15,000. There is risk with using used vehicles (higher maintenance costs, hard to locate and to buy spare parts). However, the advantage to going with used is they are available now as opposed to waiting for a new one.

· There is a buffer of $100,000 built into the budget if we have to supplement the fleet with new units.

Quality:

· The e-ticket system must be extremely user friendly.

· The waiting rooms and ticketing lobbies must be decorative and inviting.

· The Maintenance and Vehicle storage facility must be state of the art.

· The safety equipment for the boat and the passengers must be the best.

Performance:

· The Ducks are gas guzzlers and not as efficient as once thought. It is estimated that their top water speed is only 6 mph. If the distance between Kirkwood and Smithville is 22 Nautical miles, then the time to complete a one-way trip, would take 3 hours 40 minutes.

Requirements Management Approach

The approach we will use for requirements management for the ISA will be broken down into four areas: requirements identification, requirements analysis, requirements documentation, and ongoing requirements management.

Requirements Identification: The ISA team will facilitate various methods to collect requirements which may include: interviews, focus groups, facilitated workshops, group creativity techniques, questionnaires and surveys, or product prototypes. These will be conducted among the project stakeholders to ensure all requirements are captured.

Requirements Analysis: The ISA team will analyze requirements to determine if they fall into project or product categories. Additionally, this analysis will determine where in the WBS the requirements will fall or what work activities correspond to particular requirements. Accountability and priority for each requirement will also be determined as part of the analysis. Finally, metrics and acceptance criteria must be determined for all requirements in order to provide a baseline for understanding when a requirement has been fulfilled to an acceptable level.

Requirements Documentation: Once requirements have been identified and analyzed, they will be documented and assigned to accountable personnel. These requirements will be added to the ISA plan and the project team will determine what methodology the accountable personnel will use to track and report on the status of each requirement. All requirements will also be added to the project requirements checklist which must be completed before formal project closure is accepted by the project sponsor.

Requirements Traceability Matrix

Below is the requirements traceability matrix for the ISA. The purpose of the requirements traceability matrix is to ensure all product requirements are completed in accordance with the project charter. This matrix provides a thread from all product requirements through design, testing, and user acceptance. Design document and charter references are contained in the ISA Configuration Management Plan. Any approved changes in project scope or requirements will result in changes to the traceability matrix below. Based on impacts of the approved changes, the Project Manager will make the necessary changes to the matrix and communicate those changes to all project stakeholders.

Project Name	Interim Water Taxi Service Project	Business Area	Research and Development

Project Manager	Susan A. Arnold	Business Analyst Lead	Bubba Johnson

QA Lead	Daffy Lewis	Target Implementation Date	12/15/2012

Req #	Requirement Description	Design Document Reference	Charter Reference	Test Case Reference	User Acceptance Validation	Comments

1		D0001		TS001
2		D0002		TS002
3		D0003		TS003
4		D0004		TS004
5		D0005		TS005

Boeing Template Search

Business Need

In the Autumn of 2012, the Main Way Viaduct Replacement Project will commence.

It is vulnerable to seismic activity and it is an old structure. Interest in replacing the viaduct dates back to 1995 when a study was commissioned involving the Maine State Department of Transportation (MSDOT) and the University of Maine.

Product Scope Description

Although the scope of this project changed drastically when it was discovered that the Bored Tunnel was selected specifically because it would not cause the closure of SR 99 or drastically impact traffic in that area, going into this project, we believe the need still exists for alternative modes of transportation throughout the corridor. The belief or the understanding that SR 99 would close for the duration of the build (5 years 5 months) was the primary motivation driving the schedule (first day of service was going to strategically coincide with the closer); cost, and the decision to buy used Ducks instead of newer models. We took this course of action to get them into service quicker and while it would save time in the short term, the long term affects could manifest themselves into higher maintenance costs. The need for alternative transportation options still exists which makes the Interim Shuttle Association Project (ISA) a viable option.

What does DUKW stand for?

D=First year of production code "D" is for 1942

U=Body style "U" utility truck (amphibious)

K=Front wheel drive. GMC still uses that on trucks today (K5 Chevy Blazer)

W=Two rear driving wheels (tandem axle)

Mechanical Specifications:

The DUKW is capable of carrying a 2 1/2 ton payload over land or water. It is equipped with a GMC 270 cubic inch 6 cylinder gasoline engine. It has a 5 speed transmission with a 2 speed transfer case. This gives a total of 10 forward speeds and 2 in reverse. It has 6 wheel drive, a water propeller and a 10 ton winch. All or any of these can be run separately or together in any combination. Top speed on land is 50 to 55 mph while on the water top speed is only 6 mph (land miles per hour not knots). It also has a tire inflation system with a 2 cylinder air compressor and air storage tank. This allows the driver to inflate or deflate any one or all six tires at the same time from the dashboard. The dashboard also has a tire pressure gauge so that air pressure can be monitored. The front brake lines are protected in steel conduit with barbed wire cutters on the outside. The DUKW weighs 7 1/2 tons empty and is 31 feet long. DUKWs were manufactured from 1942 to 1945 by General Motors Corporation.

Strategic Plan

In 2004, Mayor Ray Stephanson [of the City of Smithville] appointed 32 volunteers, representing a wide cross-section of interests, to a Vision Team whose responsibility it was to develop a shared, comprehensive vision of what Smithville should become in 2025.

The Vision Team identified six areas critical to the future of the community. The following were selected to be the priority topics of the shared Vision for Smithville: Education, Economic Development, Urban Design, Parks, Activities and Culture, Harborfront/Riverfront and Transportation.

We believe the ISA aligns perfectly with the Vision Team’s future plan for the City of Interim.

Schedule/Work Breakdown Schedule

Outline View

1. Interim Shuttle Association Service Project

1.1 Project Administration

1.1.1 Project Team Management

1.1.2 Scope/Schedule/Cost Controls

1.1.3 Status Reports

1.2 Planning

1.2.1 Maintenance Barn & Vehicle Storage Location

1.2.2 Location

1.2.3 Size of Location

1.2.4 Budget

1.3 Procurement & Contracts

1.3.1 Duck Vehicles

1.3.2 Hardware for Vehicles

1.3.3 Leased Services

1.3.4 Equipment

1.3.5 Tooling

1.3.6 Software

1.4 Facilities

1.4.1 Support Equipment

1.4.2 Office Furnishings

1.4.3 Risk Management

1.4.4 Update Project Management Plan

1.5 Permits & Licensing

1.5.1 Safety Inspection

1.5.2 Operator Licensing

1.5.3 Vehicle Licensing

1.6 Operations

1.6.1 Training

1.6.2 Water Trials

1.6.3 Off Road Trails

1.7 IT

1.7.1 Ticketing/Reservations Website

1.7.2 Maintenance Logs

Hierarchical Structure

Level	WBS Code	Element Name
1	1	Interim Shuttle Association Service Project
2	1.1	Project Administration
3	1.1.1	Project Team Management
3	1.1.2	Scope/Schedule/Cost Control
3	1.1.3	Status Reports
2	1.2	Planning
3	1.2.1	Maintenance Barn & Vehicle Storage Location
3	1.2.2	Location
3	1.2.3	Size of Location
3	1.2.4	Budget
2	1.3	Procurement & Contracting
3	1.3.1	Duck Vehicles
3	1.3.2	Hardware for Vehicles
3	1.3.3	Leased Services
3	1.3.4	Capital Equipment
3	1.3.5	Tooling
3	1.3.6	Hardware & Software
2	1.4	Facilities
3	1.4.1	Support Equipment
3	1.4.2	Office Furnishings
3	1.4.3
3	1.4.4
2	1.5	Permits & Licensing
3	1.5.1	Safety Inspection
3	1.5.2	Operator Licensing
3	1.5.3	Vehicle Licensing
2	1.6	Operations
3	1.6.1	Operator Training
3	1.6.2	Water Trials
3	1.6.3	Off Road Trails
2	1.7	IT
3	1.7.1	Ticketing and Reservation Website
3	1.7.2	Build Maintenance Schedule Log

Tabular View

Level 1	Level 2	Level 3
1 Interim Water Taxi Service Project	1.1 Project Administration	1.1.1 Project Team Management 1.1.2 Scope/Schedule/Cost Control 1.1.3 Status Reports
	1.2 Planning	1.2.1 Maintenance Barn & Vehicle Storage Location 1.2.2 Location 1.2.3 Size of Location 1.2.4 Budget
	1.3 Procurement & Contracting	1.3.1 Duck Vehicles 1.3.2 Hardware for Vehicles 1.3.3 Leased Services 1.3.4 Procure Hardware/Software 1.3.5 Capital Equipment 1.3.6 Tooling
	1.4 Facilities	1.4.1 Support Equipment 1.4.2 Office Furnishings 1.4.3 Risk Management 1.4.4 Update Project Management Plan
	1.5 Permits & Licensing	1.5.1 Safety Inspection 1.5.2 Operator Licensing 1.5.3 Vehicle Licensing

Level 1

Level 2

Level 3

1 Interim Water

Taxi Service Project

1.6 Operations

1.6.1 Operator Training

1.6.2 Water Trials

1.6.3 Off Road Trails

1.7 IT

1.7.1 Ticketing and Reservation Website

1.7.2 Build Maintenance Schedule Log

WBS Dictionary

Level	WBS Code	Element Name	Definition
1	1	Interim Shuttle Association Service Project	All work to launch a new traffic solution in the PS corridor.
2	1.1	Project Administration	The work to initiate the project.
3	1.1.1	Project Team Management	Working group to evaluate solution sets and make recommendations.
3	1.1.2	Scope/Schedule/Cost Control	Project Manager to develop the Project Charter.
3	1.1.3	Status Reports	Project Charter is delivered to the Project Sponsor.
2	1.2	Planning	The work for the planning process for the project.
3	1.2.1	Maintenance Barn & Vehicle Storage Location	Finalize plans to lease facility to house Ducks and equipment.
3	1.2.2	Location	The Project Manager determines site for Mx Barn and Storage facility.
3	1.2.3	Size of Location	30 Ducks, 6 Hydraulic lifts, 4 compressed air tanks stations, 4 Fuels tanks, upstairs offices, spare parts warehouses and tool storage.
2	1.3	Procurement & Contracting	Purchasing, leasing, make/buy decisions, long term contracts.
3	1.3.1	Duck Vehicles	The plan calls for 30 refurbished DUKWs amphibious vehicles.
3	1.3.2	Hardware for Vehicles	The original user requirements is reviewed by the project manager and team, then validated with the users/stakeholders. This is where additional clarification may be needed.
3	1.3.3	Leased Services	Compressed Air Tanks. Office Furniture, fuel tanks.
3	1.3.4	Procure Hardware/Software	The procurement of all hardware, software and facility needs for the project.
3	1.3.5	Capital Equipment	6 Hydraulic lifts, 4 compressed air tanks stations, 4 Fuels tanks, tow trucks, tug boats.
3	1.3.6	Tooling	Each repair station will have welding, tanks, upright tool kits, tire balancing machines, and diagnostic stations
2	1.4	Facilities	Any shelving, cleaning service, catering services required
3	1.4.1	Support Equipment
3	1.4.2	Office Furnishings	2 Conference room and 12 cubicles with desks, chairs and related phone, computing and printing requirements.
2	1.5	Permits & Licensing	The facility must have permits to house fuel, lubricants, compressed air on-site.
3	1.5.1	Safety Inspection	An audit of all hardware and software procured for the project, ensures that all procured products are accounted for and in the asset management system.
3	1.5.2	Operator Licensing	Each boat captain must be vetted and licensed.
3	1.5.3	Vehicle Licensing	Each Vehicle must get registered and license plates for street driving.
2	1.6	Operations	Chief Mechanic will be in charge of the Mx facility and the upkeep of the 30 Ducks.
3	1.6.1	Operator Training	Chief oat Captain creates a training plan under the supervision of the US Coast Guard.
3	1.6.2	Water Trials	Chief boat Captain creates a shakedown for each boat under the supervision of the US Coast Guard.
3	1.6.3	Off Road Trails	Chief Mechanic creates a checklist for each boat under the supervision of MSDOT.
2	1.7	IT	Build a main website for information, design and build a reservation and ticketing website; set-up a procurement or ordering system and mx log and mx record system as well as spare parts inventory system.
3	1.7.1	Ticketing and Reservation Website	Work closely with PM and Project Sponsor,
3	1.7.2	Build Maintenance Schedule Log	Work closely with Chief MX and Chief Boat Captain and Procurement Agent.

Procurement Management Approach

The Project Manager will provide oversight and management for all procurement activities under this project. The Project Manager will work with the project team to identify all items to be procured for the successful completion of the project. The Project Management Office (PMO) will then review the procurement list prior to submitting it to the contracts and purchasing department. The contracts and purchasing department will review the procurement items, determine whether it is advantageous to make or buy the items, and begin the vendor selection, purchasing and the contracting process.

Procurement Definition

The following procurement items and/or services have been determined to be essential for project completion and success. The following list of items/services, justification, and timeline are pending PMO review for submission to the contracts and purchasing department:

Item/Service	Justification	Needed By
Line Item: #1	Needed for operations, 30 DKWS vehicles. (ref: hyperlink listed at the end of matrix) *[]**	1 November 2012
Line Item: #2	Needed for MX & storage barn: 5 Hydraulic lifts	10 February 2013
Line Item: #3	Needed for MX & storage barn: two 50,000 gallon Fuel Storage Tanks.	10 February 2013
Line Item: #4	Needed for MX & storage barn: 4 Air Compressor Tanks	10 February 2013
Line Item: #5	Needed for MX & storage barn: 16 cases motor oil	10 February 2013
Line Item: #6	Needed for MX & storage barn: 5 Metric, 150 piece Tool Kits	10 February 2013
Line Item: #7	Needed for MX & storage barn: 15 Sets of Tires (6/veh)	10 February 2013
Line Item: #8	Needed for MX & storage barn: 2 cases of headlights	10 February 2013
Line Item: #9	Needed for MX & storage barn: 2 cases of brake lights	10 February 2013
Line Item: #10	Needed for MX & storage barn: 2 cases of air filters	10 February 2013
Line Item: #11	Needed for MX & storage barn: 20 spare bilge pumps	10 February 2013
Line Item: #12	Needed for MX & storage barn: 4 spare water propellers	10 February 2013
Line Item: # 13	Needed for MX & storage barn: 2 spare transmissions	10 February 2013
Line Item: # 14	Needed for MX & storage barn: 4 spare sets of front brakes	10 February 2013
Line Item: # 15	Needed for MX & storage barn: 4 spare sets of rear brakes	10 February 2013
Line Item: # 16	Needed for MX & storage barn offices: 8 desks	10 February 2013
Line Item: # 17	Needed for MX & storage barn offices: 16 chairs	10 February 2013
Line Item: # 18	Needed for MX & storage barn offices: 8 phones	10 February 2013
Line Item: # 19	Needed for MX & storage barn offices: 8 lamps	10 February 2013
Line Item: # 20	Needed for MX & storage barn offices: 2 copiers	10 February 2013
Line Item: #21	Needed for MX & storage barn offices: 10 Computers	10 February 2013
Line Item: #22	Needed for MX & storage barn offices: 10 Monitors	10 February 2013
Line Item: #23	Needed for MX & storage barn offices: 10 Keyboards	10 February 2013
Line Item: #24	Needed for MX & storage barn offices: 10 Mouses	10 February 2013
Line Item: #25	Needed for MX & storage barn offices: 1 conference room table seating 14	10 February 2013
Line Item: #26	Needed for MX & storage barn offices: 1 overhead projector	10 February 2013
Line Item: #27	Needed for MX & storage barn offices: 1 smart board	10 February 2013
Line Item: #28	Needed for MX & storage barn offices: 1 digital camera	15 February 2013
Line Item: #29	Needed for MX & storage barn offices: 2 refrigerators	15 February 2013
Line Item: #30	Needed for MX & storage barn offices: 2 microwaves	15 February 2013
Line Item: #31	Needed for MX & storage barn offices: 2 coffee makers	15 February 2013
Line Item: #32	Needed for MX & storage barn offices: Cleaning Service	15 February 2013
Line Item: #33	Needed for MX & storage barn offices: Catering Truck	15 February 2013
Line Item: #34	Needed for MX & storage barn offices: Fuel Service	15 February 2013
Line Item: #35	Needed for MX & storage barn offices: Fish Tank Service	15 February 2013
Line Item: #36	Marketing Firm Fee	1 February 2013
Line Item: #37	TV Ad Fee	1 February 2013
Line Item: #38	Newspaper ad fees	1 February 2013
Line Item: #39	Radio Ad Fee	1 February 2013
Line Item: #40	IT Programmers Contract Employee Salary	1 February 2013
Line Item: # 41	Contract for 500,000 gallons of gas	1 February 2013
Line Item: #42	Newspaper ad fees	1 February 2013
Line Item: #43	Radio Ad Fee	1 February 2013
Line Item: #44	IT Programmers Contract Employee Salary	1 February 2013

http://2.bp.blogspot.com/_KGBnskLmKxY/TIkecZ0l4TI/AAAAAAAACNg/p1C0m1qNvlo/s1600/402+schematic +

In addition to the above list of procurement items, the following individuals are authorized to approve purchases for the project team:

Name Role

Susan Angela Arnold Project Manager

Harry D. Mitchell Project Sponsor

Captain Donald Mallard Chief of Nautical Operations

Lee Commick Maintenance Chief of Operations

D’Luck O’Range Office Manager

Type of Contract to be Used

All items and services to be procured for this project will be solicited under firm-fixed price contracts. The project team will work with the contracts and purchasing department to define the item types, quantities, services and required delivery dates. The contracts and purchasing department will then solicit bids from various vendors in order to procure the items within the required time frame and at a reasonable cost under the firm fixed price contract once the vendor is selected.

Contract Approval Process

The first step in the contract approval process is to determine what items or services will require procurement from outside vendors. This will be determined by conducting a cost analysis on products or services which can be provided internally and compared with purchase prices from vendors. Once cost analyses are complete and the list of items and services to be procured externally is finalized, the purchasing and contracts department will send out solicitations to outside vendors. Once solicitations are complete and proposals have been received by all vendors the approval process begins. The first step of this process is to conduct a review of all vendor proposals to determine which meet the criteria established by the project team and the purchasing and contracts department. Purchases less than $1000.00 only require the approval of the Project Manager; whereas, purchases greater than $5000.00 must be approved by the Contract Review Board. For these larger purchase the contract review board will meet to determine which contract will be accepted. The Contract Review Board consists of representatives from the project team, purchasing and contracts department, finance, and the PMO.

Decision Criteria

The criteria for the selection and award of procurement contracts under this project will be based on the following decision criteria:

· Ability of the vendor to provide all items by the required delivery date

· Quality

· Cost

· Expected delivery date

· Comparison of outsourced cost versus in-sourcing

· Past performance

These criteria will be measured by the contracts review board and/or the Project Manager. The ultimate decision will be made based on these criteria as well as available resources.

Vendor Management

The Project Manager is ultimately responsible for managing vendors. In order to ensure the timely delivery and high quality of products from vendors the Project Manager, or his/her designee will meet weekly with the contract and purchasing department and each vendor to discuss the progress for each procured item. The meetings can be in person or by teleconference. The purpose of these meetings will be to review all documented specifications for each product as well as to review the quality test findings. This forum will provide an opportunity to review each item’s development or the service provided in order to ensure it complies with the requirements established in the project specifications. It also serves as an opportunity to ask questions or modify contracts or requirements ahead of time in order to prevent delays in delivery and schedule. The Project Manager will be responsible for scheduling this meeting on a weekly basis until all items are delivered and are determined to be acceptable.

Performance Metrics for Procurement Activities

While the purchasing and contracts department has their own internal metrics for procurement, the following metrics are established for vendor performance for this project’s procurement activities. Each metric is rated on a 1-3 scale as indicated below:

Vendor	Product Quality	On Time Delivery	Documentation Quality	Development Costs	Development Time	Cost per Unit	Transactional Efficiency
Vendor #1
Vendor #2

1 – Unsatisfactory

2 – Acceptable

3 - Exceptional

In addition to rating each vendor, actual values will be noted in order to build a past-performance data base for selecting vendors for future procurement activities.

Quality Management Approach

The quality management approach for the ISA project will ensure quality is planned for both the product and processes. In order to be successful, this project will meet its quality objectives by utilizing an integrated quality approach to define quality standards, measure quality and continuously improve quality.

Product quality for the ISA project will be defined by the company’s current standards and criteria for its fiber optic cable family. The focus is on the project’s deliverable and the standards and criteria being used will ensure the product meets established quality standards and customer satisfaction.

Process quality for the ISA project will focus on the processes by which the project deliverable will be manufactured. Establishing process quality standards will ensure that all activities conform to an organizational standard which results in the successful delivery of the product.

The project team will work with the Quality Group to define and document all organizational and project specific quality standards for both product and processes. All quality documentation will become part of the ISA Project Plan and will be transitioned to operations upon the successful completion of the project.

Metrics will be established and used to measure quality throughout the project life cycle for the product and processes. The Quality Group Manager will be responsible for working with the project team to define these metrics, conduct measurements, and analyze results. These product and process measurements will be used as one criterion in determining the success of the project and must be reviewed by the project sponsor. Metrics will include:

· Schedule

· Resources

· Cost

· Process performance

· Manufacturing line utilization

· Material waste

· Product performance

· Attenuation

· Tensile strength

· Customer Satisfaction (as a result of field trials)

Quality improvements will be identified by any member of the project team or quality group. Each recommendation will be reviewed to determine the cost versus benefit of implementing the improvement and how the improvement will impact the product or processes. If an improvement is implemented the project manager will update all project documentation to include the improvement and the quality manager will update the organizational documentation the improvement affects.

Quality Requirements / Standards

Product Quality:

The product quality standards and requirements will be determined by the project team and quality group. These standards will primarily be based on the company’s documented standards for all fully mission Ducks. There may be product-specific quality standards identified that are not currently part of the documented organizational standards. In this case, the quality group will review these newly identified standards and incorporate them into organizational documentation if approved. The project team will also document any newly identified quality standards into the ISA project plan and ensure communication with all stakeholders.

As trial products are measured at pre-determined intervals, we will know that the product is compliant with quality standards once we achieve ten consecutive trial runs resulting of cable which is 100% within acceptable quality control margins.

Process Quality:

The process quality standards and requirements will be determined by the project team and quality group. Many of these standards will be based on existing company process standards. However, it is anticipated that there will be several unique steps in the manufacturing of the ISA product which will require new quality standards. The ISA project team will work with the quality group to establish acceptable standards and document these standards for incorporation into both organizational process documents as well as the ISA project plan. These standards will be communicated to all project stakeholders.

As trial products are created, the process metrics will be measured and analyzed to determine the quality of the process. Once the ISA product meets quality compliance and all process metrics fall within acceptable quality assurance margins, we will achieve process compliance for the ISA project.

Quality Assurance

The quality assurance of the ISA Project focuses on the processes used in the manufacturing of the ISA product. In order to ensure quality, an iterative quality process will be used throughout the project life cycle. This iterative process includes measuring process metrics, analyzing process data, and continuously improving the processes.

The ISA Project Manager and the project team will perform assessments at planned intervals throughout the project to ensure all processes are being correctly implemented and executed.

Quality Control

The quality control of the ISA project focuses primarily on the ISA product and the acceptable standards and performance. The quality performance standards for the ISA Project are in accordance with the organizational standards of performance of all fiber optic cable products. However, there are several project-specific quality standards which were established specifically for the ISA Product

The Project Manager will schedule regularly occurring project, management, and document reviews. In these reviews, an agenda item will include a review of products, any discrepancies and/or audit findings from the quality manager, and a discussion on product improvement initiatives. It is imperative to the success of the project that all of the established physical and performance standards are met.

DUKW Specifications

A GMC 269.5 cubic inch, in-line, overhead valve, six-cylinder engine powered the DUCK, and a five-speed manual transmission gave it a maximum land speed of 50 miles per hour. A 25-inch diameter propeller, driven by the three lower gears, provided amphibious mobility, giving the DUKW a maximum water speed of 6.4 miles per hour. A permanent rudder provided steering in the water. The first DUKW operations occurred in the Pacific in March 1943; use in the European Theater of Operations (ETO) followed.

Global Security website (DUKW Design and Specifications) Retrieved May 26, 2012)

Quality Control Measurements

All ISA Project products and processes must be measured and fall within the established standards and tolerances. The below logs will be used by the project and quality teams in conducting these measurements and will be maintained for use as supporting documentation for the project’s acceptance.

Quality Assurance Log

Trial #	Date	Boat Name	Ship Avionics	Electric Check	Pneumatic Check	Hydraulic Check	Safety Equip Inspection	Inspector Initials
1		Alpha
2		Baker
3		Charlie

Quality Control Log

Boat Name	Date	Watch Item	Engine Time	Engine Rotation Date	Acceptable? (Y/N)	Recommendation	Date Resolved
Alpha
Baker
Charlie

Risk Introduction

As organizations begin new projects they begin operating in an area of uncertainty that comes along with developing new and unique products or services. By doing so, these organizations take chances which results in risk playing a significant part in any project. The purpose of the risk management plan is to establish the framework in which the project team will identify risks and develop strategies to mitigate or avoid those risks. However, before risks can be identified and managed, there are preliminary project elements which must be completed. These elements are outlined in the risk management approach.

This project is considered a medium risk project as it has an overall risk score of 24 on a scale from 0 to 100. The project risk score is the average of the risk scores of the most significant risks to this project. A risk score below 16 is low risk project, a score between 16 and 45 is a medium risk project and a score above 45 is a high risk project.

Before risk management begins it is imperative that a foundation is established for providing structured project information, thus, the following project elements were completed and defined prior to developing this Risk Management Plan:

· Define work scope, schedule, resources, and cost elements

· Develop project WBS/WBS dictionary

· Develop master schedule and detailed schedules

· Estimate project cost and finalize budget

· Identify required and available resources

· Establish performance measurement metrics

· Define minimum and maximum baseline thresholds

· Schedule

· Resources

· Cost

· Baseline reporting requirements

· Format

· Frequency of distribution

· Distribution list

· Define Risk Management Roles and Responsibilities

· Project Manager chairs the risk assessment meetings

· Project team participates in risk assessment meetings and members serve as meeting recorder and timekeeper

· Key stakeholders participate in risk assessment meetings

· Project Sponsor may participate in risk assessment meetings

Top Three Risks

The top three high probability and high impact risks to this project are:

DUWKS Vehicle Delivery is Delayed or Late.

Due to a complete shift of the original scope of the project, the decision to order only used DUWKS was changed; instead, we will be ordering all new vehicles. We are ordering outside of the supplier’s lead time which may affect delivery. The project manager will mitigate this risk by paying an expedite fee to supplier for impact to their assembly line, has changed the terms and conditions of the contract, with the concurrence of supplier, to accept a partial shipment or shipments until all 30 have been delivered and has arranged to lease six ducks for training purposes

A City-partner Fails to Complete Passenger Waiting Station

With four cities involved in the success of this project, not having their facilities completed in time could impact the success of the first date of operation. We left it up to Everlytown, Kirkwood, and Smithville to either lease or build a customer waiting area. The Project Manager has revised the schedule to reflect cut-off date to complete the build to 120-days before inception date. The subsequent inspection of facilities, whatever they may be, will be schedule to 60 days before start of service.

e-Ticketing or Project Website Not Completed in Time

Spoke with the IT Manager last week and he voiced concerns about completing the tasks at hand with his staff of three. The project manager will mitigate this risk by HR to bring on 2 more programmers until project closure.

Risk Management Approach

The approach we have taken to manage risks for this project included a methodical process by which the project team identified, scored, and ranked the various risks. The most likely and highest impact risks were added to the project schedule to ensure that the assigned risk managers take the necessary steps to implement the mitigation response at the appropriate time during the schedule. Risk managers will provide status updates on their assigned risks in the bi-weekly project team meetings, but only when the meetings include their risk’s planned timeframe. Upon the completion of the project, during the closing process, the project manager will analyze each risk as well as the risk management process. Based on this analysis, the project manager will identify any improvements that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base.

Risk Identification

For this project, risk identification was conducted in the initial project risk assessment meeting. The method used by the project team to identify risks was the Crawford Slip method. The project manager chaired the risk assessment meeting and distributed notepads to each member of the team and allowed 10 minutes for all team members to record as many risks as possible.

Expert Interview

Two Expert Interviews were held for this project. One interview was with a Coast Guard Captain and the other was with the CEO of Ducks of Philadelphia. The interviews revealed several risks which were then mitigated by making changes to the project plan. The remaining risks are included in the Risk Register.

Risk Assessment Meeting

A risk assessment meeting was held with key members and stakeholders [Project Manager, Project Team, Subject Matter experts and the Project Sponsor]. The risks identified during this meeting were added to the project plan and Risk Register.

Historical Review of Similar Projects

The project team reviewed the history of similar projects in order to determine the most common risks and the strategies used to mitigate those risks.

Risk Qualification and Prioritization

On a large section of wall space, the project manager will create an area to chart the risks according to probability and impact. Using sticky papers numbered from one to ten, the project manager will create a vertical axis for probability and a horizontal axis for impact.

In order to determine the severity of the risks identified by the team, a probability and impact factor was assigned to each risk. This process allowed the project manager to prioritize risks based upon the effect they may have on the project. The project manager utilized a probability-impact matrix to facilitate the team in moving each risk to the appropriate place on the chart.

Once the risks were assigned a probability and impact and placed in the appropriate position on the chart, the recorder captured the finished product and the project manager moved the process on to the next step: risk mitigation/avoidance planning.

Risk Monitoring

The most likely and greatest impact risks have been added to the project plan to ensure that they are monitored during the time the project is exposed to each risk. At the appropriate time in the project schedule a Risk Manager is assigned to each risk. During the bi-weekly project team meeting the Risk Manager for each risk will discuss the status of that risk; however, only risks which fall in the current time period will be discussed. Risk monitoring will be a continuous process throughout the life of this project. As risks approach on the project schedule the project manager will ensure that the appropriate risk manager provides the necessary status updates which include the risk status, identification of trigger conditions, and the documentation of the results of the risk response.

Risk Mitigation and Avoidance

The project manager has led the project team in developing responses to each identified risk. As more risks are identified, they will be qualified and the team will develop avoidance and mitigation strategies. These risks will also be added to the Risk Register and the project plan to ensure they are monitored at the appropriate times and are responded to accordingly.

The risks for this project will be managed and controlled within the constraints of time, scope, and cost. All identified risks will be evaluated in order to determine how they affect this triple constraint. The project manager, with the assistance of the project team, will determine the best way to respond to each risk to ensure compliance with these constraints.

In extreme cases it may be necessary to allow flexibility to one of the project’s constraints. Only one of the constraints for this project allows for flexibility as a last resort. If necessary, funding may be added to the project to allow for more resources in order to meet the time (schedule) and scope constraints. Time and scope are firm constraints and allow for no flexibility. Again, the cost constraint is flexible only in extreme cases where no other risk avoidance or mitigation strategy will work.

Risk Register

The Risk Register for this project is a log of all identified risks, their probability and impact to the project, the category they belong to, mitigation strategy, and when the risk will occur. The register was created through the initial project risk management meeting led by the project manager. During this meeting, the project team identified and categorized each risk. Additionally, the team assigned each risk a score based on the probability of it occurring and the impact it could potentially have. The Risk Register also contains the mitigation strategy for each risk as well as when the risk is likely to occur.

Based on the identified risks and timeframes in the risk register, each risk has been added to the project plan. At the appropriate time in the plan—prior to when the risk is most likely to occur—the project manager will assign a risk manager to ensure adherence to the agreed upon mitigation strategy. The each risk manager will provide the status of their assigned risk at the bi-weekly project team meeting for their risk’s planned timeframe.

The Risk Register will be maintained as an appendix to this Risk Management Plan.

Change Management Approach

The Change Management approach for the ISA Project will ensure that all proposed changes are defined, reviewed, and agreed upon so they can be properly implemented and communicated to all stakeholders. This approach will also ensure that only changes within the scope of this project are approved and implemented.

The Change Management approach is not to be confused with the Change Management Process which will be detailed later in this plan. The Change Management approach consists of three areas:

· Ensure changes are within scope and beneficial to the project

· Determine how the change will be implemented

· Manage the change as it is implemented

The Change Management process has been designed to make sure this approach is followed for all changes. By using this approach methodology, the ISA Project Team will prevent unnecessary change from occurring and focus its resources only on beneficial changes within the project scope.

Definitions of Change

There are several types of changes which may be requested and considered for the ISA Project. Depending on the extent and type of proposed changes, changes project documentation and the communication of these changes will be required to include any approved changes into the project plan and ensure all stakeholders are notified. Types of changes include:

· Scheduling Changes: changes which will impact the approved project schedule. These changes may require fast tracking, crashing, or re-baselining the schedule depending on the significance of the impact.

· Budget Changes: changes which will impact the approved project budget. These changes may require requesting additional funding, releasing funding which would no longer be required, or adding to project or management reserves. May require changes to the cost baseline.

· Scope Changes: changes which are necessary and impact the project’s scope which may be the result of unforeseen requirements which were not initially planned for. These changes may also impact budget and schedule. These changes may require revision to WBS, project scope statement, and other project documentation as necessary.

The project manager must ensure that any approved changes are communicated to the project stakeholders. Additionally, as changes are approved, the project manager must ensure that the changes are captured in the project documentation where necessary. These document updates must then be communicated to the project team and stakeholders as well.

Roles and Responsibilities

The following are the roles and responsibilities for all change management efforts related to the ISA Project:

Project Sponsor:

· Approve all changes to budget/funding allocations

· Approve all changes to schedule baseline

· Approve any changes in project scope

Project Manager:

· Receive and log all change requests from project stakeholders

· Conduct preliminary risk, cost, schedule, scope analysis of change.

· Seek clarification from change requestors on any open issues or concerns

· Make documentation revisions/edits as necessary for all approved changes

Project Team/Stakeholders:

· Submit all change requests on standard organizational change request forms

· Provide all applicable information and detail on change request forms

· Be prepared to address questions regarding any submitted change requests

· Provide feedback as necessary on impact of proposed changes

Change Control Process

The Change Control Process for the ISA Project will follow the organizational standard change process for all projects. The project manager has overall responsibility for executing the change management process for each change request.

1) Identify the need for a change (Stakeholders) – Change requestor will submit a completed change request form to the project manager.

2) Log change in the change request register (Project Manager) – The project manager will keep a log of all submitted change requests throughout the project’s lifecycle.

3) Evaluate the change (Project Manager, Team, Requestor) – The project manager will conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and scope and seek clarification from team members and the change requestor.

4) Submit change request to (Project Manager) – The project manager will submit the change request, as well as the preliminary analysis, for review.

5) Obtain Decision on change request – The will discuss the proposed change and decide whether or not it will be approved based on all submitted information.

6) Implement change (Project Manager) – If a change is approved by the project manager will update and re-baseline project documentation as necessary.

Approvals

The signatures of the people below indicate an understanding in the purpose and content of this document by those signing it. By signing this document you indicate that you approve of the proposed project outlined in this Statement of Work and that the next steps may be taken to create a formal project charter in accordance with the details outlined herein.

Approver Name	Title	Signature	Date
Harry Mitchell	ISA Project Sponsor
Susan Arnold	Project Manager
Grey Goose	City of Other - Mayor
Harry Carey	City of Everlytown - Mayor
George S. Halis	City of Kirkwood - Mayor
Michael Jordon	City of Smithville - Mayor

Appendix

Risk Register

List of Tables and Figures & Exhibits

Exhibit 1 – Google Images [dukw ww2].

Figure 1-1, Major Process Tasks for: Perform Issues Management, (2008)

Figure 2-1 - Communication Matrix

Glossary of Communication Technology – Common Acronyms


	"D"		indicated a vehicle designed in 1942

	"U"		meant "utility"

	"K"		indicated driven front wheels,

	"W"		indicated two powered rear axles

	FF		firmed fixed price

	QA		quality control

	NM		nautical miles

	RFQ		request for quote

	RFI		request for information

	WBS		work breakdown structure

	SWOT		strengths, weaknesses, opportunities, threats

	SOW		statement of work

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