AROKA ONLY- 3 ASSIGNMENTS BY SUNDAY AT 2 PM EST OR BEFORE HOPEFULLY
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project_assignmets.zipProject Assignmets/TStewart_Module 1 Memo Assignment_100916.docx
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Boecore |
Memo
To: |
Executive Staff |
From: |
Toni Stewart, Program Manager |
cc: |
Chief Finance Manager |
Date: | October 8, 2016 |
Re: |
Project update |
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Introduction: Following the award of the contract to supply backpacks with built in refrigerated pouch and radio module, I would like to start the process of developing the product for timely delivery to our client. The contract entails producing and supplying backpacks given a budget of $1,500,000. The time duration is for the contract is one and half year from the award date. The expected deliveries have been split into three dates with the first and the largest expected to be made in September 1, 2016 and the last on last day of the contract. Given the milestones, we need to do a project review at the client’s site to strategize on how to start the project.
Customer: U.S. Army, Ground Forces and Special Operations.
Initial program action items: The product design needs be brainstormed. We can interact with the client to agree on the desirable design of the project based on the project definitions specified above. More specifically we need to brainstorm on the preconditions of functional and operational requirements and design limitations. I would like to assess the current and future transport issues which we need to sort. We need to identify different alternatives before choosing the most viable alternative to use to transport the finished products to the client. We also need to assess the environmental issues relating to the production and transportation of the product. If need be we should get a permit and address any regulations relating to environmental issues. This is aimed at mitigating the risks of the product development. Finally, we need to start placing orders to suppliers to facilitate the development process.
Project Risks / Risk Mitigation strategies: The first risk is delayed accomplishment of the set milestones. This may be escalated by the number of employees of the contractor and the work involved in each product. The problem may be solved through increasing the number of employees even if it’s casual workers until the project is completed. The second risk is the financial risk whereby the increase in cost of labor may be out of the set budget. This may be mitigated through recruiting cheap labor for manual jobs. The third risk is the probability of failure to achieve the expected results by the senior management because of financial and time constraints. It can be mitigated through constant internal project monitoring and review. The fourth risk is environmental pollution which may be hazardous. It can be mitigated through proper planning for the disposal and elimination of hazardous waste and other by products from the production process. The fifth risk is the probability of delayed payments which may delay funds for other investment opportunities. This can be mitigated through financial derivatives like options and futures contracts.
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Project Assignmets/TStewart_Module 2 Identify Overall Scope and Analyze Unexpected Events_101616.doc
PROJECT SCOPE STATEMENT
Written by: Toni Stewart
Date: October 16, 2016
Position Held: Project Manager
PROJECT OBJECTIVE
The overall goal of the project is to design, develop, produce and deliver Backpacks which have built in refrigerated pouch and radio module.
DELIVERABLES
Project Description
The project is initiated by a won contract from U.S. Army, Ground Forces, and Special Operations. It's a one year and a half duration contract with a projected contract price of $1,500,000. The delivery schedule is divided into three deliveries; the first one occurring twelve months after the contract award date, then the other two follow one after the other in an interval of three months.
Project Assumptions
· It is assumed that the
· It is assumed that there will be no inflation during the contract period.
· That the buyer will make payments on and as agreed.
Project goals
· To earn revenue for the company.
· Deliver quality products to the buyer
· To give customer satisfaction through customer care and timely delivery.
Project constraints (if any)
· Sources of finance are constrained since there are no other mentioned sources to start the project.
Project limitations
· The project is limited to the contract amount that is $1,500,000
· Given that the contract was awarded on 1 Sep 2015, A three-month delay on customer funds would compromise our first delivery schedule.
Project milestones
· First delivery: September 1, 2016
· Second delivery: December 1, 2016
· Last delivery: March 1, 2017
· First milestone payment (from customer): October 30, 2015
· Second Milestone Payment: January 30, 2017
· Final Milestone payment: May 30, 2017
· Initial Program review (at the client's site): November 16, 2015
· Subsequent Program Reviews: 6 months after the initial review
Project risks (initial assessment)
· Financial risks
· Inflation risk
· Delay risk
TECHNICAL REQUIREMENTS
· On-time delivery for the three stated product deliverables
· Desire to complete the total program under the stated budget of $1,500,000
· All milestones accomplished by due dates listed
· Supplemental (follow-on) contract for future additional units (backpacks)
LIMITS AND EXCLUSIONS
· List all limits and or exclusions to the project
· The milestones will not be accomplished by listed due date because of the unexpected events occurring.
CUSTOMER REVIEW
· The client is supposed to review the quality of the products delivered to his or her company.
Unexpected events and their impacts
Oct 15, 2015, Customer notifies you that the first milestone payment will be three months delayed. What is your course of action? The optimal course of action is to secure another source of finance like so as not to delay the project's start time. The source of funding can be sales credit from another supplier since we are not sure about the financial position of the company.
March 15, 2016. The material pattern for the backpack will not be available to meet your initial production start date. What’s your course of action? Change the initial delivery schedule due to the change in material availability for the first delivery. I must notify the executive and the customer about the unexpected change in schedule so that we allow time to get a good flow of primary materials from another supplier or until the current provider sorts the supply issues.
May 15, 2016, Customer notifies you they would like to increase the initial delivery from 100 backpacks to 150. What's your course of action? An increase in the initial delivery quantity necessitates an increase in the factors of production. An additional budget will be required to increase materials and human capital.
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Project Assignmets/TStewart_Module 3 Breakdown Structure_1022316.xlsx
Example
| WBS | Title | Description | Start Date | End Date | Total estimated days | Point of Contact (POC) | ||
| 1.0 | Develop Work Breakdown Structure (WBS) | Description of work to be completed / milestone | 1/5/16 | 1/5/16 | 1 | |||
| 1.1 | Review customer statement of work (SOW) | Read and review the statement of work | 1/6/16 | 1/9/16 | 3 | Project Manager | ||
| 1.1.1 | Identify all project deliverables and milestones | Highlight and identify all project deliverables and milestones associtated with the project | 1/6/16 | 1/9/16 | 0 | Project Manager | ||
| 1.2 | Forward a copy of the customer statement of work to the project team | Forward a copy of the customer statement of work to all project team members | 1/10/16 | 1/10/16 | 1 | Project Manager | ||
| 1.2.1 | Begin development of the WBS | Develop the WBS | 1/10/16 | 1/10/16 | 1 | Project team | ||
| 1.3 | Project team review | Set up a SOW team review with the project team | 1/13/16 | 1/13/16 | 1 | Project team | ||
| 1.3.1 | Identify all top level work packages | Highlight and identify all top level milestones / deliverables | 1/14/16 | 1/15/16 | 1 | S. Johnson | ||
| 1.4 | Identify all lower level work packages | identify all work associated with the top level milestones | 1/14/16 | 1/15/16 | 1 | M. Jones | ||
| 1.4.1 | Project team approval | Set up a project team meeting for WBS review / approval | 1/17/16 | 1/17/16 | 1 | Project team | ||
Proj. Work Breakdown Structure
| WBS | Title | Description | Start Date | End Date | Total estimated days | Point of Contact (POC) | ||
| 1.0 | Develop Work Breakdown Structure (WBS) | Description of work to be completed / milestone | 9/1/15 | 9/1/15 | 1 | |||
| 1.1 | Review customer statement of work (SOW) | Read and review the statement of work | 9/2/15 | 9/4/15 | 3 | Program Manager | ||
| 1.1.1 | Identify all project deliverables and milestones | Highlight and identify all project deliverables and milestones associtated with the project | 9/4/15 | 9/4/15 | 0 | Program Manager | ||
| 1.2 | Forward a copy of the customer statement of work to the project team | Forward a copy of the customer statement of work to all project team members | 9/5/15 | 9/5/15 | 1 | Program Manager | ||
| 1.2.1 | Begin development of the WBS | Develop the WBS | 9/6/15 | 9/6/15 | 1 | Program Team | ||
| 1.3 | Project team review | Set up a SOW team review with the project team | 9/7/15 | 9/7/15 | 1 | Program Team | ||
| 1.3.1 | Identify all top level work packages | Highlight and identify all top level milestones / deliverables | 9/8/15 | 9/9/15 | 2 | S. Johnson | ||
| 1.4 | Identify all lower level work packages | identify all work associated with the top level milestones | 9/9/15 | 9/9/15 | 1 | M. Jones | ||
| 1.4.1 | Project team approval | Set up a project team meeting for WBS review / approval | 9/10/15 | 9/10/15 | 1 | Program Team | ||
| 2.0 | design | 9/12/16 | 10/30/16 | |||||
| 2.1 | Initial Design | Program Team | ||||||
| 2.1.1 | Identify all form of designs available | |||||||
| 2.2 | Design Review | Program Team | ||||||
| 2.2.1 | Review the designs and choose on the prefered design | |||||||
| 2.3 | Design Changes | Program Team | ||||||
| 2.3.1 | Make changes to the design and send for approval | |||||||
| 2.4 | design Approval | Program Team | ||||||
| 2.4.1 | The program design team approves the product design | Program Team | ||||||
| 3.0 | Initial Program review | Set up am meeting with the U.S. Army, Ground Forces and Special Operations | 11/16/15 | 11/16/15 | 1 | Program Manager | ||
| 4.0 | Initial Payment (First Milestone) | Intial instalment for financing the programe is made. | 10/30/15 | 10/30/15 | Finace department | |||
| 4.1 | First milestone payment made (from U.S. Army, Ground Forces and Special Operations) | Intial instalment for financing the programe is made. | 10/30/15 | 10/30/15 | 1 | Accounts | ||
| 5.0 | First Delivery | The 100 Units are prepared for delivery | 9/1/16 | 9/1/16 | 1 | Program Manager | ||
| 5.1 | Delivery made to the U.S. Army, Ground Forces and Special Operations by the our team with the program manager | The firnal 50 Units are are delivered to the U.S. Army, Ground Forces and Special Operations | 9/1/16 | 9/1/16 | logostics team | |||
| 6.0 | Second Delivery | The 50 Units are prepared for delivery | 12/1/16 | 12/1/16 | 1 | Program Manager | ||
| 6.1 | Delivery made to the U.S. Army, Ground Forces and Special Operations by the our team with the program manager | The firnal 50 Units are are delivered to the U.S. Army, Ground Forces and Special Operations | 12/1/16 | 12/1/16 | logostics team | |||
| 7.0 | Final delivery | The final 50 Units are prepared for delivery | 3/1/17 | 3/1/17 | 1 | Program Manager | ||
| 7.1 | Delivery made to the U.S. Army, Ground Forces and Special Operations by the our team with the program manager | The firnal 50 Units are are delivered to the U.S. Army, Ground Forces and Special Operations | 3/1/17 | 3/1/17 | 1 | logostics team | ||
| 8.0 | Final Payment (Final Milestone) | 5/30/17 | 1 | Finace department |
Project Assignmets/TStewart_Module 3 Statement of Work_102316.docx
Statement of Work (SOW)
U.S. Army
Introduction
U.S. Army recently approved the project for supply of Backpack with built in refrigerated pouch and radio module for its ground forces and Special Operations military officers in enhancing their field operations with efficient equipment. To improve military operations and enhancing their operations, the backpacks will help them in providing them with personal supplies at their recommended temperatures. The backpack also will provide efficiency in communication since their backpacks will be equipped with radio module. The U.S. Army procurement department also finds it efficient in outsourcing the supply of backpacks since it is able to control quality and timely supply when needed. In order to accomplish this, the U.S. Army has decided to outsource the design, testing, supply and training of the new designed backpacks. It is anticipated that the new designed backpacks will improve the military operations through provision of most required equipment in a well and efficiently packaged manner while in their operations.
Scope of Work
This Statement of Work (SOW) defines the scope of effort required to provide logistics support for Backpack with built in refrigerated pouch and radio module s to the U.S. Military with the following specifications: 200 units with 100 units assigned to the ground forces and 100 assigned to the special operations. The supply of the backpack will take a period of 18 months. The delivery plan is to be done in two phases; 100 units in the first 12 months on the receipt of order and 50 units after every three months after the first delivery. The resulting supply contract will be follow-on to contract dated September 1, 2015.
Period of Performance
The period of performance for the supply of the backpacks is to take 18 months from September 1, 2015 to March 1, 2017. All the deliveries are to be made within the schedule and be completed within the timeframe. Any modifications or extensions will be requested through The U.S. Army logistics department and vendor contracting officers for review and discussion.
Place of Performance
The selected supplier of the backpacks shall do all the manufacturing processes at their own facility. The program’s subsequent reviews shall be done in six months after the initial review. All the reviews shall be done at U.S. Army, Ground Forces and Special Operations facilities.
Work Requirements
It is the responsibility of the supplier to make all the deliveries U.S. Army, Ground Forces and Special Operations facilities and ensuring the products quality is as required as per the agreed design and supply schedule. The following tasks shall be involved through the supply process until the completion of the project:
Program Kickoff:
· The supplier will create and present detailed project plan including schedule, WBS, testing plan, supply plan, training plan as per the schedule provided by the U.S. Army, Ground Forces and Special Operations.
· The supplier will present project plan to U.S. Army, Ground Forces and Special Operations for review and approval
· An initial program review will be done in November 2015 at the U.S. Army, Ground Forces and Special Operations facility
First Delivery:
· The supplier will make the first delivery of 100 units to the U.S. Army, Ground Forces and Special Operations after four months of the date of contract award.
Second and Last delivery:
· The supplier is to make the second delivery after three month of the first delivery. This will be 50 units of backpacks
· The third which is the final supply will be made after three months. This will include 50 units.
· Present written status at weekly meeting
Payments:
· Initial payment for the program shall be after two months of the project award.
· Final payment will be done after the supply program is completed the will be in May 2017
Schedule/Milestones
First delivery: September 1, 2016
Second delivery: December 1, 2016
Last delivery: March 1, 2017
First milestone payment (from customer): October 30, 2015
Second Milestone payment: January 30, 2017
Final Milestone payment: May 30, 2017
Initial Program review (at the customer's site): November 16, 2015
Subsequent Program reviews: 6 months after the initial review
Project Assignmets/TStewart_Module 4 Matrix Assignment_103016.xlsx
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| L | M | H | ||||||||||||||||||||||||||||||||||||
| 100 | ||||||||||||||||||||||||||||||||||||||
| 90 | H | |||||||||||||||||||||||||||||||||||||
| 80 | M | |||||||||||||||||||||||||||||||||||||
| 70 | L | |||||||||||||||||||||||||||||||||||||
| 60 | ||||||||||||||||||||||||||||||||||||||
| 50 | ||||||||||||||||||||||||||||||||||||||
| 40 | ||||||||||||||||||||||||||||||||||||||
| 30 | ||||||||||||||||||||||||||||||||||||||
| 20 | ||||||||||||||||||||||||||||||||||||||
| 10 | ||||||||||||||||||||||||||||||||||||||
| Number | Risk Name | Full Risk Cost | Risk Probability | Factored Risk cost | Risk Impact to Project | Risk Mitigation Plan | Point of Contact | Expected Risk Retire date | ||||||||||||||||||||||||||||||
| 1 | availability of the required technology | $20,000 | 20% | $4,000 | L | identify all the needed technology and determine if they are available before hand | Project manager | 1-Sep-16 | ||||||||||||||||||||||||||||||
| 2 | lack of communication between members | $2,020 | 30% | $606 | M | provide and effective means through which members can communicate | Project manager | 17-Nov-15 | ||||||||||||||||||||||||||||||
| 3 | complexity of the product | $3,000 | 40% | $1,200 | M | completely define the product in its initial stages by coming up with its blueprint alnd any risks which include financial, inflation, and project delay. Financial Risks include wrong estimation of the budget and poor allocation of resources. Inflation Risks include change in buying power. Project Delay Risks include changing requirements and expanison of scope requirement. | management | 1-Sep-16 | ||||||||||||||||||||||||||||||
| 4 | lack of sufficient skills | $3,100 | 50% | $1,550 | L | before the project start ensure enough money has to set asside to facilitate the project to its completion. For risks related to the project finances, we started recapturing the actual budget; this was to confirm the budget that had been stated earlier on. For poor allocation of resources, we saw it fit to centralize decisions relating to resource allocation. This would enhance accountability and quick follow up in the event of risks of funds being misappropriated. | Management | 1-Mar-17 | ||||||||||||||||||||||||||||||
| 5 | inappropriate tasks assignments | $2,000 | 60% | $1,200 | M | ensure each member skill is appropriately defined and in order to assign the right task | project manager | 3-Mar-17 | ||||||||||||||||||||||||||||||
| 6 | poor resources planning | $1,000 | 70% | $700 | M | a work breakdown structure should be implemented, this will define individuals and the resource there are responsible of. | project manager | 21-Nov-15 | ||||||||||||||||||||||||||||||
| 7 | wrong estimation of budget | $3,000 | 60% | $1,800 | H | a reserve budget should be set aside. In most projects, the initial capital assigned to the project ends up being less since, with time cash flow tends to change in value. To ensure this does not happen, we saw it was ideal to place a mechanism that will cater for this. In this case, we adjusted for cash flow inflation to ensure changes in purchasing power was prevented. | Management | 22-Nov-15 | ||||||||||||||||||||||||||||||
| 8 | expansion of project scope | $1,900 | 35% | $665 | M | project scope should defined at the beginnin of the project and if there is a possibility of expansion a notice should be given in advance, Should also disucss any project delays that could occur and plans for fixing it. mitigation plans would ensure cases of change in requirements and expansion of project scope had been looked into. For a change in requirements, we assured enough measures were set to allow for minimum change once the project was kick-started, and if the project requirements or scope were to be changed, the project manager would be notified and appropriate measures were taken. | project manager and the management | 23-Nov-15 | ||||||||||||||||||||||||||||||
| 9 | changing requirements | $2,600 | 25% | $650 | L | all the requirement should be defined on the onset of the project | Management | 9-Jan-16 | ||||||||||||||||||||||||||||||
| 10 | poor decisions | $1,380 | 35% | $483 | L | the feasibility of each decision should be determined before being implemented | 1-Mar-17 | |||||||||||||||||||||||||||||||
| $0 | ||||||||||||||||||||||||||||||||||||||
| $0 | ||||||||||||||||||||||||||||||||||||||
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Project Assignmets/TStewart_Module 5 Activity Assignment_110516.xlsx
Sheet1
| 5 | 8 | |||||||||||||||||||||||||||
| B | 7 | |||||||||||||||||||||||||||
| 12 | 3 | 15 | ||||||||||||||||||||||||||
| 0 | 5 | 12 | 42 | 42 | 47 | 47 | 52 | |||||||||||||||||||||
| A | 0 | D | 3 | E | 3 | F | 2 | |||||||||||||||||||||
| 3 | 5 | 8 | 15 | 30 | 45 | 45 | 5 | 50 | 45 | 5 | 50 | |||||||||||||||||
| 5 | 12 | |||||||||||||||||||||||||||
| Critical Path=A→C→D→E→F→G | C | 3 | ||||||||||||||||||||||||||
| Duration=52 Days | 8 | 7 | 15 | |||||||||||||||||||||||||
| Available Slack=7 | 47 | 52 | ||||||||||||||||||||||||||
| Length of Project and Feeder Buffers=47 days | G | 0 | ||||||||||||||||||||||||||
| 50 | 2 | 52 |
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Project Assignmets/TStewart_Module 5 Finalizing Schedule and Mitigating Delays_110516.docx
Running head: FINALIZE PROJECT SCHEDULE AND MITIGATE ANY DELAYS 1
FINALIZE PROJECT SCHEDULE AND MITIGATE ANY DELAYS 4
Finalize Project Schedule and Mitigate Any Delays
Toni Stewart
Rasmussen College
Author Note
This paper is being submitted on November 5, 2016 for Professor Lewis’ B362/GEB3422
Business Project Management course.
Risks Mitigation Plans
In a project, the critical path is usually predetermined before the project commences. However, as the project progresses, risks which might derail its smooth flow might arise. In our case, we had highlighted several events that might cause the affect the project. Some risks were determined earlier while others manifested themselves with time. Two of the identified risks included:
1. The refrigerated module being too large for the designed refrigerated backpack pouch
2. The subcontractor assigned to building the radio module shutting down.
The above risk impacted the progress of the project in several ways and to prevent further effects each risk was analyzed and suitable cause of action determined. For the refrigerated module being too larger, the issue was resolved by changing the initial plans. To do this, the size of the refrigerated module had to be reduced. Therefore, I had to go back to the drawing board and come up with appropriate module. On the issue of subcontractor shutting down, I will look for another one and ensure I have a backup plan to prevent a similar scenario from recurring.
As earlier stated, the occurrence of the stated risks will interfere with the initial project plan. This will be in term of the budget, the schedule and the human capital are required.
Budget
Adhering to set budget is critical in determining the success of a project. A well planned and outlined budget will prevent cases of funds and resources exhausting before the project is completed. However, there are cases which might force project stakeholders into revising the first budget. In this light, the two risks that we faced prompted for a meeting that would discuss ways in which the risks will affect the budget. For instance, changing the size of the module will call for more funds which were not catered for in the budget. The cost of developing the new module was determined before finalizing on the new budget. As for finding another subcontract, the contract had to be advertised via the organization's portal and those who would bid for it accessed. To do this effectively, more funds would be needed. It would be essential to, therefore, put this new costs into consideration before redrawing the final budget.
Human capital
Changing of initial plan and budget would require more human capital. This will be the case since the already available personnel would have already been assigned their tasks and it would be hard to meet the deadline if they were to be used in the process of considering the risks.
Inaccurate Cost Estimate
During the planning stage of a project, everything is set per the project needs. This includes the cost of successfully running the project. However, when estimating the cost of a project, it might a low budget might be assigned to a project. The risk and impact of this poor estimation will only be realized once the project has progressed. To ensure this does not happen, it will of essence to carry out all the necessary tests in a bid to raise the confidence level of the estimated costs and to prevent issues from arising later.
Schedule
The project had set a time within which project milestones had to be delivered. These milestones would be used to ascertain whether the project is on the right track. Each task within the project has a predetermined time in which is to be accomplished. The addition of new task might disrupt the earlier tasks by interfering with the fixed period frame. When risks arise, ways of solving them must be determined. This will bring on board new jobs that had not been planned for, hence increasing the project schedule.
To sum up, it will be important to establish mitigation plan that will ensure the risks experienced did not occur again. Additionally, it would be prudent to cater for other potential risks which are yet to occur.
