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Kingston-Bryce Kick-Off Project Plan
Kirstie Proffer
Rasmussen University
GEB3422CBE: Business Project Management
Prof. David Jones, Prof. Chyrl Bowers, Prof. Eric Jackson & Prof. Shaun Spath
May 11, 2023
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Kingston-Bryce Kick-Off Project Plan
Kingston-Bryce Limited was founded in 1991 by the Hardy family. After
thirty-two years in business, Kington-Bryce Limited is now a frontrunner for hand-
crafted dining room tables. With the recent increase in demand for their custom
furniture, Kingston-Bryce Limited has plans to purchase a competing company,
Bob's Woodworking. This plan will take eighteen months (six quarters) to complete
with a five-million-dollar budget. The acquisition and merger of Bob's
Woodworking would allow Kingston-Bryce Limited to expand operations and triple
its workforce. Project Manager Kirstie Proffer strongly recommends integrating
existing employees from Bob's Woodworking and hiring new employees to
compensate for the company's growth and meet the product demand increase.
There will be many critical stakeholders throughout this project. Bob
Woodley, CEO of Bob's Woodworking, is a stakeholder because he will sell his
company to Kingston-Bryce Limited. Damien Barnes, owner of Barnes Lumber, and
Bowen Webster, owner of Webster Hardware, are stakeholders because their
companies supply the materials to build our custom dining room tables. Other
stakeholders of this project include members of our project team. Lydia Gibson,
production supervisor, will supervise our factory's operations and all new and
tenured employees. Ed Davison, accountant, will outline the financial requirements
and benchmarks for the merger and acquisition. Nico Meyer, sales consultant, will
manage our sales team, new and tenured, and ensure continued customer
satisfaction. Julius Diaz, legal consultant, will lead the negotiations to purchase
Bob's Woodworking, draw up the necessary contracts, and close the deal. Ivy
Barrett, HR analyst, will hire all new employees, identify and retain key employees
from Bob's Woodworking, and evaluate the integration of the two companies.
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Emery Nelson, office administrator, will oversee all necessary administrative
processes during this project.
P Stakeholders
Name Title
Project Team/
Stakeholder Department Company/Role
Lydia Gibson
Production
Supervisor project team Production
KBL/supervise
operations of
factory
Ed Davison Accountant project team Accounting
KBL/outline
financial
requirements and
benchmarks for
stakeholders
Nico Meyer Sales Consultant project team Sales
KBL/manage
sales team and
ensure customer
satisfaction
Julius Diaz Legal Consultant project team Legal
KBL/lead
negotiation for
the purchase of
Bob's
Woodworking,
contracts, and
closing the deal
Ivy Barrett HR Analyst project team
Human
Resources
KBL/hire new
employees,
identify and
retain key
employees from
Bob's
Woodworking,
evaluate
integration of
KBL & Bob's
Woodworking
Emery Nelson
Office
Administrator project team Administration
KBL/oversee
administrative
processes
Bob Woodley CEO project team
Owner of
Competitor
Bob's
Woodworking
Executive/ selling
company to KBL
Damien Barnes Owner stakeholder Supplier
Barnes
Lumber/sells
lumber to KBL
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Bowen Webster Owner stakeholder Supplier
Webster
Hardware/sells
hardware and
other materials to
KBL
The merger and acquisition of Bob's Woodworking will take eighteen months
(six quarters) to complete. During the first quarter, Kirstie Proffer, project
manager, will meet with the functional managers from each of our six departments
to obtain the names of employees that could be good project team members. With
the help of our human resources department, Ms. Proffer will interview each
project team candidate and then review their job performance. After completing
the interviews and employee reviews, Ms. Proffer will select the project team
members and notify them. The newly-organized project team will then organize
and conduct their initial meeting.
During the second quarter, the project team will contact Bob Woodley
regarding the purchase of Bob's Woodworking. Next, Emery Nelson, the project
team accountant, will begin the valuation process. Once the value of Bob's
Woodworking has been determined, Julius Diaz, project team legal consultant, will
present Kingston-Bryce Limited's purchase offer to Bob Woodley. Negotiation
meetings will be conducted. Finally, we will sign the purchase agreement once the
details have been negotiated.
During the third quarter, after both companies sign non-disclosure
agreements, all necessary documents for due diligence will be compiled and sent
to Bob's Woodworking by Emery Nelson. Once Kingston-Bryce Limited receives the
due diligence documents from Bob's Woodworking, Emery Nelson, Julius Diaz, and
Ed Davison will begin reviewing them. The project team will then perform a risk
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analysis. After completing due diligence, the team will compile and submit the final
report for approval.
During the fourth and fifth quarters, the project team will determine the
integration plans for Kingston-Bryce Limited and Bob's Woodworking. These
integration plans will include staffing, risk management, company culture, and
communication. After the integration plans are approved, the sixth quarter will
consist of drafting and signing the purchase and sale contracts. We will close the
project with an assessment to determine how the process can improve.
Q 1: June 1, 2023 - August 31, 2023
Task/Milesto
ne Allotted Time Actual Time Date(s)
Division/Dep
artment Description
Meet with
functional
managers 7 days 8 days
June 1 - 13,
2023
all
departments
Project
Manager,
Kirstie
Proffer,
meets with
functional
managers
from each
department
to review
project team
candidates (6
departments
in total)
Interview
potential
project team
members 3 weeks 3 weeks
June 14 - July
5, 2023
all
departments
Project
Manager,
along with
assistance
from HR, will
conduct
interviews
with each
project team
candidate
Project team
member
review 2 weeks 2 weeks
July 13 - 20,
2023
all
departments
Project
Manager will
review
project team
candidates
6
Project team
member
selection 7 days 6 days
July 21 - 31,
2023
all
departments
Project
Manager will
make final
selection for
project team
members
Approved
project team
members
notified 7 days 4 days
August 1 - 7,
2023
all
departments
Selected
project team
candidates
will be
notified by
Project
Manager
Organize
meeting 2 weeks 3 weeks
August 8 -
29, 2023
all
departments
Project team
will
collaborate
and organize
their initial
meeting
*Initial
project
team
meeting* 1 day 1 day
August 30,
2023 project team
Project team
will conduct
their initial
meeting
Q 2: September 1, 2023 - November 30, 2023
Task/Milesto
ne Allotted Time Actual Time Date(s)
Division/Dep
artment Description
Contact
Bob's
Woodworking 3 days 5 days
September 1
- 8, 2023
administratio
n
Bob Woodley
contacted
regarding
potential
purchase of
Bob's
Woodworking
Begin
valuation
process 4 weeks 4 weeks
September
11 - October
9, 2023 accounting
Emery
Nelson will
determine
the value of
Bob's
Woodworking
Present
purchase
offer 7 days 7 days
October 10 -
19, 2023 legal
Julius Diaz
will present
KBL's
purchase
offer
Set up
meeting for
purchase
negotiation
1 week 2 weeks October 20 -
November 3,
2023
legal/account
ing
Emery
Nelson &
Julius Diaz
will set up
meeting for
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negotiation
Offer
accepted 2 weeks 2 weeks
November 6 -
November
20, 2023 legal
Final details
of
negotiation
agreed on &
offer
accepted
*Sign
purchase
agreement* 3 days 3 days
November 21
- 27, 2023 legal
Bob's
Woodworkin
g & KBL sign
purchase
agreement
Q 3: December 1, 2023 - F 29, 2024
Task/Milesto
ne Allotted Time Actual Time Date(s)
Division/Dep
artment Description
Sign NDA 1 week 1 week
December 1 -
8, 2023
legal/adminis
tration
Non-
disclosure
agreements
will be
signed by
both
companies
Prepare
documents
for due
diligence 2 weeks 2 weeks
December 11
- 25, 2023
administratio
n
documents
regarding
KBL's
corporate
structure,
financial
reports,
intellectual
property,
material
assets,
contract,
employees,
and litigation
and
compliance
matters will
be compiled
Send
documents to
Bob's
Woodworking 3 days 3 days
December 26
- 29. 2023
administratio
n
previously
compiled
documents
will be
submitted to
Bob's
Woodworking
Conduct
document 3 weeks 3 weeks
January 1 -
22, 2024
administratio
n/legal/accou
review of
corporate
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review nting
structure,
financial
reports,
intellectual
property,
material
assets,
contract,
employees,
and litigation
and
compliance
matters
Perform risk
analysis 2 weeks 2 weeks
January 23 -
February 6,
2024
administratio
n
identify risks,
assess
impact of
each risk,
and
determine
risk response
strategy
Compile final
due diligence
report 1 week 1 week
February 7 -
14, 2024
administratio
n
Due
diligence
report will be
compiled &
finalized
Submit due
diligence
report for
approval 1 week 1 week
February 15 -
22, 2024
administratio
n
Final due
diligence
report will be
submitted
*Due
diligence
report
approved* 4 days 3 days
February 23 -
28, 2024
administratio
n
Due
diligence
report will be
reviewed &
approved
Q 4: March 1, 2024 - May 31, 2024
Task/Milesto
ne Allotted Time Actual Time Date(s)
Division/Dep
artment Description
List core
strategy
issues 2 weeks 2 weeks
March 1 - 15,
2024
production/a
ccounting/sal
es/legal/HR
includes all
assumptions,
priorities,
targets, and
risks
Determine
methods to
address
strategy
issues
2 weeks 2 weeks March 18 -
April 1, 2024
production/a
ccounting/sal
es/legal/HR
How
assumptions
will be
verified,
priorities
monitored,
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targets
measured,
and potential
risks can be
mitigated.
Define
integration
parameters 2 weeks 2 weeks
April 2 - 16,
2024
production/a
ccounting/sal
es/legal/HR
clarify the
post-merger
integration
process for
integration
strategy
Confirm key
leadership
roles during
post-merger
integration
process 2 weeks 2 weeks
April 17 -
May 1, 2024 project team
leadership
roles include
finance,
legal, human
resources,
sales, and
production
Establish
team
protocols 2 weeks 2 weeks
May 2 - 16,
2024 project team
specific
roles,
responsibiliti
es, and goals
during post-
merger
integration
*Conduct
integration
managemen
t meeting* 2 weeks 2 weeks
May 17 - 31,
2024 project team
lay the
necessary
groundwork
for all
activities
during the
post-merger
integration
process
Q 5: June 3, 2024 - September 2, 2024
Task/Milesto
ne Allotted Time Actual Time Date(s)
Division/Dep
artment Description
Create post-
merger
integration
staffing plans 2 weeks 2 weeks
June 3 - 17,
2024
HR/administr
ation
evaluate
onboarding
process and
assess
staffing
needs
Create risk
management
plan
2 weeks 2 weeks June 18 - July
2, 2024
HR/administr
ation
includes
company
objectives,
risk
identification
, risk
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assessment,
response
strategy, and
monitoring
method
Develop a
company
culture
integration
plan 2 weeks 2 weeks
July 3 - 17,
2024 HR
identify both
companies’
values and
determine
KBL's values
going
forward
Design an
integration
communicati
on plan 2 weeks 2 weeks
July 18 -
August 1,
2024 HR
will protect
KBL's
credibility
and prevent
top
management
from being
accused of
reneging on
promises
Finalize
project
integration
plans 1 week 1 week
August 2 - 9,
2024 project team
outlines how
and when
major
resources,
assets, and
processes
will be
combined
Summarize
"Day One"
plans 1 week 1 week
August 12 -
19, 2024 project team
summary of
finalized
plans for
"Day One"
Submit plans
for approval 1 week 1 week
August 20 -
27, 2024 project team
finalized
integration
plan
submitted for
review
*Post-
merger
integration
plans
approved* 1 week 3 days
August 28 -
30, 2024 project team
Integration
plan
reviewed &
approved
Q 6 Timeline: September 2, 2024 - December 2, 2024
Task/Milesto
ne Allotted Time Actual Time Date(s)
Division/Dep
artment Description
Draft
purchase & 3 weeks 3 weeks
September 2
- 23, 2024
accounting/le
gal
final
purchase and
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sale
contracts
sale
contracts will
be drafted
for review
*Final
contract
signing* 1 week 1 week
September
24 - October
1, 2024 legal
final
purchase &
sale
contracts
reviewed &
approved
Assess
merger and
acquisition
activities 4 weeks 4 weeks
October 2 -
30, 2024 project team
evaluate the
process to
determine
what could
have been
done
differently or
improved
