The final report should be at least 8-10 pages in length. Included in the final project report will be the following:

WBS Id

WBS Name

Include (Completion Criteria)

Date accomplishes

status

budget

Complexity

Estimated Effort

Dependency

Owner

1.2

Evaluation & Recommendation

Case is fully evaluated by HRMS management team

12/12/2014

completed

$20,000

Low

8hrs

1.1

Name

1.3

Contract approval

Agreement signed and approved

1/1/2015

completed

$5000

Medium

16hrs

1.2

Name

1.4

Signing of the contract agreement

The Project manager Signs the project Chatter.

1/3/2015

completed

$1000

High

70hrs

1.3, 2.3

Name

1.5

Contract Budgeting

Includes the scope management plan, time management plan, Risk management plan, HR Plan

1/3/2015

completed

$1000

High

30hrs

1.2,1.3

Name

1.5.1

Procuring the backpacks

Includes selection of a suitable supplier of the backpacks

1/4/2015

completed

$900,000

Medium/ High

16hrs

1.4, 2.3, 3.0

Name

1.5.2

Transporting the backpacks from the supplier

Includes inspecting the backpacks and sending the backpacks to the store awaiting delivery

1/5/2015

completed

$100,000

Medium

18hrs

1.4

Name

1.6

Re-inspection of the backpacks

The backpacks are re-inspected to ensure that they meet the set standards.

1/6/2015

completed

$20,000

High

12hrs

1.5

Name

1.7

Transporting the backpacks to the Delivery site

Includes repackaging of the backpacks

4/6/2015

completed

$30,000

High

6hrs

1.3

Name

1.8

Signing off the supply deal

At this point the backpacks are inspected in presence of the representative from the army

5/6/2015

completed

$12,000

High

4hrs

1.7

Name

Sample Work breakdown Item specification WBS #:

1.1.1

Task:

Supply Backpack

Est. Level of Effort:

40 hrs

Owner:

Project Manager

Resources Needed:

Top managers

Work Products:

MS Project Plan

Description of Task:

To supply the Backpack to a military base

Input:

· Capital of : $1,500,000

· SMEs

Dependencies:

· Approval of Budget

Risk:

· Changes to IT Apps plans and deliverables

· IT Apps implementation releases, which conflict with implementation

WBS #:

1.1.2

Work Item:

Make Budget

Est. Level of Effort:

16 hrs

Owner:

Project Manager

Resources Needed:

CFO, CIO, Executive Sponsor

Work Products:

Backpacks

Description of Task:

Development and documentation of the project budget based on plan and resources.

Input:

· Approved Project Charter

· SMEs

Dependencies:

· Approval of Project Charter

Risk:

· Changes to specification deliverables

· implementation releases which conflict with implementation

Statement of Work

Project Overview

Company Name: Mac Adem Contractors and Suppliers)

A small defense contractor located in the United States of America

Company size (employees): 100

Product: Backpack with built in refrigerated pouch and radio module

Awarded quantity: 200 units (100 assigned to Ground Forces / 100 assigned to Special Operations)

Program Budget: Proposed award: $1,500,000

Customer: U.S. Army, Ground Forces and Special Operations

Award date: September 1, 2015

Completion date: March 1, 2017

Delivery schedule

100 units 12mths ARO (after receipt of order). 50 units every 3 months after first delivery

Milestone Schedule:

1. First delivery: September 1, 2016

2. Second delivery: December 1, 2016

3. Last delivery: March 1, 2017

4. First milestone payment (from customer): October 30, 2015

5. Second Milestone payment: January 30, 2017

6. Final Milestone payment: May 30, 2017

7. Initial Program review (at the customer's site): November 16, 2015

8. Subsequent Program reviews: 6 months after the initial review

Analysis of Unexpected Events

A bank loan will come handy to fill the gap of the delayed payment of three months. The firm will seek credit facilities from the bank to ensure there is no existing financial constraint (Taylor, 2008). Suppliers of materials will need a notification that payment will be delayed with a similar period. Payment will be done in January 15th, 2015. That will ensure the firm does not get pressure to pay for supplies when it has a financial crisis.

The firm needs to provide a variety of samples to the customer on March 15th, 2016 for them to choose the best alternative pattern. The customer will be made aware of the existing challenge in acquiring the pattern they advocated for, and trying to find it will lead to delivery delays (Neumann, 2002). The new pattern will ensure that delivery and production schedules are met.

There is a need to take sub-contracting action on May 15th, 2015 to ensure that delivery for the extra 50 backpacks is achieved. There will be communication of the same decision to the customer and assure them of adherence of quality as per their expectations will be met (Demeulemeester, 2002). The subcontracted firm should have the technical and financial ability to handle the excess 50 backpacks orders.

March 1st, 2015 we will see all the refrigerating modules withdrawn from the backpacks with immediate effect. The supplier will be notified on the same day that they delivered the wrong equipment than the one which had been in the order details. Taylor (2008), where goods do not meet specifications sent them back to supplier for replacement.

May 27th, 2016 we should see the firm collect the work in progress that the subcontractor had made. According to Neumann (2002), a winding up subcontractor should be paid for the value of the work in progress. That will call for identification of a new subcontractor who has the technical and financial ability to use the work in progress to make the radios. A new subcontractor will ensure deliveries for the December 1st, 2016 is achieved.

Managing Unexpected Events

A risk can be anything that can happen to create adverse effects to the project schedule, costs, quality, and scope (Adams, 1995). The scope of the refrigerated and radio module project was to make sure everyone involved understands what the goals, as well as the objectives of the projects, are. It also makes them understand the project deliverables projects which are motivated by user requirements since it is highly difficult to identify all the requirements when the project life cycle starts. Thus, some changes to the scheduled projects can be expected to occur. However, there is an essential need for a change control process to manage changes to the scope of the project. But, the project could become overwhelmed to make execution very difficult (Matt, 2013). Since this project had incorporated some cushion as well as flexibility into the plan to allow for some changes. Thus, the engineering, production, procurement, research and development and the marketing departments should work collaboratively to achieve customer specifications (Taylor, 2008).

Course of Action for Large Refrigerator Module

Since the refrigerated module product is too large, my action plan should be to withdraw the refrigerating modules from the backpacks immediately. Afterward, I should notify the supplier on the same day the wrong refrigeration modules were delivered. According to Taylor (2008), since the product does not meet specifications they should be sent back to the supplier to undergo change control. Change control shall ensure that refrigerated module to be delivered to the customer is as per customer expectations. However, carrying out change control on the refrigerated module means more human capital is needed, delay in the schedule and running high on the budget. Change control could ensure that the refrigerated modules are created within the backpack which is basic to the expected situation, environment as well as season. Change control shall cause late delivery of the product due to productions downtime by suppliers and subcontractors resulting in a compromised delivery schedule to the customer (Wilde, 1994). On the other hand, the project manager needs to refer back to the project schedules to establish the human resource requirements. The course of action could involve looking at the change control work that should be done as well as the existing budget for the project. The project team should be 100 percent allocated into the schedule to fill up the time as well as costs that are available.

Subcontractor Course of Action

The sustainability of this project needed a reliable subcontractor to be engaged in the project. The subcontractor was expected to adhere to quality as per the customer expectations (Demeulemeester, 2002). However, the subcontractor has shut down before delivering. The subcontracted firm, therefore, did not have had the technical as well as the financial ability to handle the radio module for the backpack. Therefore, the firm should collect the work in progress that the shutdown subcontractor had made. Neumann (2002) argues that a shutting down subcontractor should be paid for the value of the work in progress. Afterward, the firm should identify a new subcontractor who has the technical as well as the financial ability to employ the work in progress to finish making the radios under the expected schedule of December 1st, 2016. Scheduling seeks to outline the time available to allocate it to the project work. Thus, the new subcontractor’s project time management should do a lot with managing the project’s schedule that is, to know how best to use the scheduling time to get the work done on or before this scheduled completion date.

Another area that can be affected by these unexpected events is the quality of the product. Change control and new subcontracting could result in a low emphasis on quality of the project which can invariably influence project performance through budget over-runs, behind schedule as well as customer dissatisfaction (Matt, 2013). Since the refrigerator module failed to meet the backpack pouch expectations, this needs going back as well as doing the project again. Therefore, executing the project control change would need the overall integration of scheduling, budgeting, human capital managing and quality among other components that could make up project management to meet the refrigeration as well as radio modules expectations.