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Running Head: PROJECT MANAGEMENT PLAN
Project Management Plan
Project Barn Build
GSL-PM-690 Final Paper
Travis Massey
Janette Schuler
Dennis Woolwine
University of Charleston
Author Note
Janette Schuler, Dennis Woolwine and Travis Massey, Department of Strategic
Leadership in Project Management, University of Charleston
Correspondence concerning this article should be addressed to Janette Schuler, 225
Hichwood Ct., Gerrardstown, WV 25420. Contact: Janette.Schuler@UCWV.edu,
Dennis.Woolwine@UCWV.edu or Travis.Massey@UCWV.edu
PROJECT MANAGEMENT PLAN ii
Table of Contents
Project Management Plan................................................................................................................1
Inputs........................................................................................................................................1
Project statement of work.........................................................................................................1
Business Case...........................................................................................................................2
Agreements...............................................................................................................................3
Timeline....................................................................................................................................4
Suggested timeline...................................................................................................................4
Funding Source.........................................................................................................................5
Estimate....................................................................................................................................5
Assumptions, Constraints and Risks........................................................................................6
Assumptions.............................................................................................................................6
Constraints................................................................................................................................7
Inputs to Project Management Plan..........................................................................................8
Project Charter..........................................................................................................................8
Outputs from Other Processes..................................................................................................8
Project Baselines......................................................................................................................8
Enterprise Environmental Factors............................................................................................8
Organizational Process Assets..................................................................................................9
Tools & Techniques...............................................................................................................10
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Expert judgment.....................................................................................................................10
Facilitation techniques............................................................................................................11
Outputs...................................................................................................................................11
Scope Management Plan................................................................................................................13
Define Scope of Work-Graber Pole Buildings.......................................................................13
Define Scope of Work-Manor Concrete................................................................................15
Define Scope of Work-Team 1..............................................................................................15
Validate Scope-Sub-contractor Requirements.......................................................................15
Assumptions, Constraints and Risks......................................................................................16
Work Breakdown Structure....................................................................................................16
Time Management Plan.................................................................................................................17
Cost Management Plan..................................................................................................................18
Tools & Techniques...............................................................................................................18
Control Costs-Change Control Process..................................................................................20
Project Budget........................................................................................................................20
Quality Management Plan.............................................................................................................21
Inputs......................................................................................................................................21
Scope Baseline.......................................................................................................................21
Requirements Documentation................................................................................................21
Stakeholder Register...............................................................................................................22
PROJECT MANAGEMENT PLAN iv
Tools & Techniques-Process Improvement Plan...................................................................24
Perform Quality Assurance....................................................................................................25
Quality Audits........................................................................................................................26
Outputs-Change Requests......................................................................................................26
Human Resource Management Plan..............................................................................................27
Inputs......................................................................................................................................27
Activity Resource Requirements............................................................................................27
Enterprise environmental factors............................................................................................29
Organizational process assets.................................................................................................29
Tools & Techniques...............................................................................................................30
Organization charts and position descriptions........................................................................30
Outputs...................................................................................................................................31
Human Resource Management Plan......................................................................................31
Staffing Management Plan.....................................................................................................33
Roles and Responsibilities (Figure 1: Click to return to outputs)..........................................34
Communications Management Plan..............................................................................................37
Input........................................................................................................................................37
Key Stakeholder Groups........................................................................................................38
Tools & Techniques...............................................................................................................39
Communication Technology and Methods............................................................................39
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Information Management Systems.........................................................................................41
Other Communications Methods............................................................................................43
Outputs from Meetings (p.307-308).......................................................................................43
Inputs-Identify risks...............................................................................................................44
Tools & Techniques...............................................................................................................44
Qualitative Risk Analysis.......................................................................................................45
Quantitative Risk Analysis.....................................................................................................46
Output-Risk Register..............................................................................................................47
Procurement Management Plan.....................................................................................................49
Input-Procurement Documents...............................................................................................49
Fixed Price Contract...............................................................................................................49
Cost-Reimbursable Contract..................................................................................................50
Tools & Techniques...............................................................................................................50
Source Selection Criteria........................................................................................................50
Concrete Delivery...................................................................................................................50
Independent Estimates............................................................................................................51
Vertical Construction.............................................................................................................51
Manual Labor.........................................................................................................................51
Responsibilities and Authorities.............................................................................................52
Outputs-Agreements...............................................................................................................53
PROJECT MANAGEMENT PLAN vi
Procurement risk and reporting formats.................................................................................53
Work Performance Measurement...........................................................................................53
Identify Stakeholders..............................................................................................................54
Inputs......................................................................................................................................54
Project charter.........................................................................................................................54
Procurement documents.........................................................................................................55
Enterprise environmental factors............................................................................................55
Tools & Techniques...............................................................................................................56
Outputs...................................................................................................................................57
Stakeholders register..............................................................................................................57
Plan stakeholder management................................................................................................57
Inputs......................................................................................................................................58
Tools & Techniques...............................................................................................................59
Outputs...................................................................................................................................60
References......................................................................................................................................62
APPENDIX A........................................................................................................................63
USDA Requirements.....................................................................................................................63
Appendix B.............................................................................................................................72
FOOTNOTE 1........................................................................................................................74
PROJECT MANAGEMENT PLAN vii
Abstract
Project Plan (Team Paper and Presentation)
Teams will finalize the remaining sections of their project management plan that were started in
GSL-PM-650 and added to in GSL-PM-690. The final submitted Project Management Plan is to
be no more than 12,500 words excluding references.
The electronic team presentation should be no more than a 15-minute presentation with no more
than 15 slides (including title page and excluding references) and no less than 24-point font.
Students will present their projects to cohort members and facilitator. Guests may be invited
including representatives from outside organizations, School of Leadership and Professional
Development, or current students in other cohorts. Presentations should be an executive
summary of the project management plan with emphasis on results and recommendations.
Electronic presentations should be submitted through the Assignment tool in the online platform
immediately following presentation and should include narrative for each slide in the notes
section of the slide or as a supplemental document.
Keywords: communications management plan, communication methods
Keywords: risk, risk management plan, risk register,
Running Head: PROJECT MANAGEMENT PLAN1
Project Management Plan
As cited from the Project Management Institute in the PMBOK Guide, fifth Edition
(Project Management Institute, Inc, 2013) Defines how the project will be executed, monitored
and controlled, and closed. The process of defining, preparing and coordinating all subsidiary
plans and integrating them into a comprehensive project management plan as a key centralized
document that defines the basis of all project work (p.76).
1) Who is responsible for the project management plan?
1. Team 1
2) Who can approve changes to the project management plan?
2. Team 1
3. PMO
3) Who can suggest changes to the project management plan?
4. PMO
5. Team 1
6. Stakeholders
Project Charter
Inputs
Project statement of work.
Defines the high-level boundaries of the project and starting point for initial planning
throughout the Initiating Process Group (p.66).
1) To secure approval and funding for project barn build.
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2) We plan to make $55.00/hour for our labor or an approximate 10% profit equating to
$1,780.00.
3) We plan to attract business from nearby farms and receive recommendations from the USDA
for future and much larger projects.
The Barn Build project charter documents and tracks the necessary information required
by decision maker(s) to approve the project for funding. The project charter includes the needs,
scope, justification, and resource commitment as well as the project’s sponsor(s) decision to
proceed or not to proceed with the project. The project charter, intended for the project sponsor
and USDA and created during the Initiating Phase of the project
Business Case
Dennis Woolwine, Travis Massey and Janette Schuler will manage the Barn Build
Project, sponsored by the USDA and the owner of the farm. The project, intended to construct a
new barn in Gerrardstown, WV, will protect livestock, feed and medicine from the natural
elements. The expected project duration, including approvals by the USDA and county is five
months and the estimated project budget is a maximum of $20,000.00. The objectives are:
1) Justify the practical business needs of the construction of a new barn
2) Apply common business knowledge and obtain the financial means to build the barn
3) Build the barn within specific time and budget constraints
Business Justification.
The Santee Goat Farm requires the construction of a new barn to replace an aging and
dilapidated existing structure. The new barn is needed for protection and shelter of livestock and
to protect feed and medications for the animals from becoming tainted from overexposure to the
elements. In addition a quarantine area will be accounted for in the build to reduce the chance of
PROJECT MANAGEMENT PLAN 3
sick goats exposing healthy goats to disease or illness while in treatment. This is imperative
considering the PED Virus killed over 1 million piglets in the USA in 2014 alone.
Agreements
High-level project description.
The following table presents the requirements that the project’s product, service or result
must meet in order for the project objectives to be satisfied.
Req. # Requirement Description
1 Business case and project charter approval
2 Approval of structure with property owner, USDA and County ordinances
3 Receipt of permit from county
4 USDA and owner funding approved and initial installment received
5 Begin construction
6 Timely inspections and approvals by the USDA per various project phases
7 Complete construction
High-level requirements.
High-level deliverables required for successful completion of project barn build.
Major Deliverable Deliverable Description
Business Case Approval Approves barn design and
initiates the charter
Project charter approval Authorizes the funding of the project
Hiring of contractors Contract finalizations
Commencement of concrete slab Construction begins with grading
USDA approval for partial payment(s)
633 - Waste Recycling
2/1/2015 4/30/2015 5/1/2015 07/01/2015
Construction of barn Completed
Construction of barn begins
Requirements analysis & contract finalization
Approval of business plan and project charter
6/1/2015
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642 - Water Well
620 - Underground Outlet
466 - Land Smoothing
590 - Nutrient Management
606 - Subsurface Drain Construction begins with footer
516 - Livestock Pipeline Construction begins with slab
561 - Heavy Use Area Protection
Commencement of barn build Construction begins with structural steel
USDA approval for partial payment Construction begins with gutter
558 - Roof Runoff Structure
380-Windbreak/Shelterbelt Establishment
Commencement of interior work Construction begins with stalls, office,
lighting and windows
614 - Watering Facility Construction begins with plumbing
Completion of work Owner approval and final payment
Timeline.
Suggested timeline
Based on initiation through closing of the project
Milestones
The table below lists the high-level Executive Milestones of the project and their
estimated completion timeframe.
Executive Milestone Estimated Completion
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Timeframe
Business case and project charter approval and sign off 1/23/2015-2/1/2015
Requirements analysis including material take-off and
final signing of all contracts for labor
2/1/2015-4/30/2015
Horizontal construction begins 5/1/2015
Vertical construction begins 6/2/2015
Construction and final inspections complete 07/01/2015
Funding Source
Operational budget extracted from owner and USDA grant monies.
Estimate
This section provides a summary of estimated spending to meet the objectives of the barn
build project as described in this project charter. This preliminary summary of spending should
reflect costs for the entire investment lifecycle. It does present probable funding requirements
and to assist in obtaining budgeting support.
Budget ………………………………….…........ $10,000.00 to $20,000.00
PROJECT MANAGEMENT PLAN 6
Itemized Budge t
Expected grant receipts.................................................................(7,385.00)
Concrete 36 x 36 pad.......................................................................4,860.00
Structural steel...............................................................................10,591.00
Administrative costs .......................................................................1,780.00
Contingency Labor @ $55/hr x ~ 18 hours.....................................1,000.00
Equipment.............................................................................................5,000
Sink.....................................................................................................200.00
Pipe and fittings..................................................................................200.00
Walk in door.......................................................................................150.00
Lights and wiring.............................................................................1,750.00
Steel gate partitions.............................................................................490.00
Total............................................................................................$18,636.00i
Assumptions, Constraints and Risks
Assumptions
This section identifies factors believed to be true, real or certain, without proof or demonstration.
1) If the charter is not approved and the existing structure is not replaced, livestock lives
will be lost and hay (a major food source) would continue to be wasted
2) Considering the Porcine Epidemic Diarrhea (PED) virus killed 1 million baby pigs in
2014, the spread of contagion would continue to be high
PROJECT MANAGEMENT PLAN 7
3) USDA guidelines, when met, will result in monetary receipts of $7,385.00 but if not met,
could result in an approximate 30% loss of guaranteed funds plus penalties for failure to
comply
4) Goats will be in a nearby confinement area during the construction period
5) Gates will be shut and latched correctly at all times by the contractors
6) There is a lay-down yard available that the owner states is a safe area
7) Contractors are licensed and bonded to work in the state of West Virginia
8) Owner is licensed and insured in the state of West Va. for up to $300,000.00 for
inadvertent injury and damages caused by her livestock
9) Owner is not liable for any other type of injury or damage
10) Barn will meet all Berkeley County ordinance and guidelines
Constraints
This section identifies any limiting factors that could affect the execution of the project.
1) Miss Utility requires 48 hour notification before any digging
2) USDA will provide a detailed list of guidelines and phases that must be completed in
order for each check to be issued
3) Four days advanced notice must be given when ordering concrete
4) Project must be completed no later than August 30, 2015 but preferably by July 1, 2015
5) Adverse weather conditions
6) Organizational process assets-The processes and policies to mitigate theft, work within
defined safety boundaries, keep disruption from this project to the farm to a minimum,
and complete the project within specified tolerances to meet USDA, Berkeley County,
and the Santee farm specifications
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Inputs to Project Management Plan
Project Charter
Outputs from Other Processes
1) Communications management plan
2) Cost management plan
3) Human resource management plan
4) Procurement management plan
5) Quality management plan
6) Requirements management plan
7) Schedule management plan
8) Scope management plan
9) Stakeholder management plan
Project Baselines
1) Cost baseline
2) Schedule baseline
3) Scope baseline
4) Project management plan updates
Enterprise Environmental Factors
1) Government & industry standards
2) PMBOK for vertical and focus area
3) Project management information system
4) Organizational structure, culture, management practices & sustainability
Safety meetings and toolbox talks required daily
OSHA 10 Certification required by all sub-contractors
PROJECT MANAGEMENT PLAN 9
5) Infrastructure
Access is through a community road and care must be taken in order to
prevent damage to existing pavement and avoid congestion
6) Personnel administration
See Human Resource Management Plan
Organizational Process Assets
1) Standardized guidelines, work instructions, proposal evaluation criteria and performance
measurement criteria
USDA provides the standardized guidelines for the horizontal and vertical
phases of the project
2) Project management plan template including
Guidelines and criteria to satisfy the specific needs of the project per
USDA standards
Project closure guidelines such as product validation & acceptance criteria
to be approved by the USDA, owner and Berkeley County Planning
Commission (BCPC)
3) Change control procedures
To be approved by owner, USDA, sub-contractor(s), PMO, BCPC and
other pertinent stakeholders
To be in formal writing
To be added to verification close project or phase
Any financial expenditures associated with change should be paid upfront
4) Project files from previous projects
PROJECT MANAGEMENT PLAN 10
Review USDA historical records and guidelines from other similar
projects in order to quire a better understanding of the sustainable farm
grant process over all and to obtain ideas for improvement and new project
obtainment
5) Historical information and lessons learned knowledge base
This project will be added to the PMO and USDA historical records,
reviewed with a report issues by Dec. 2015
6) Configuration management knowledge base containing the versions and baselines of all
official organization standards, policies, procedures and any project documents
The BCPC code
USDA and NRCS code and guidelines
Code of Standard Practice for Structural Steel AISC
ANSI
WV state guidelines
General Contractor Code
International Plumbing Code ICC
National Electrical Installation Standards NEIS
Excavation and Grading Codes
Deerwood Development Community Codes
Tools & Techniques
Expert judgment
1) Taylor the process to meet the project needs
(i) USDA
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(ii) Sub-contractors
(iii) Building standards
(iv) National Center for Construction Education and Research – Ironworking
NCCER
2) Develop technical and management details to be included in the project management plan
3) Determine resources and skill levels needed to perform project work
4) Define the level of configuration management to apply on the project
5) Determine which project documents will be subject to the formal change control process
6) Prioritize the work on the project to ensure the project resources are allocated to the
appropriate work at all times
Facilitation techniques
1) Guides the development of the project management plan through brainstorming, conflict
resolution, problem solving and meeting management
1. Janette Schuler: Outline and formatting
2. Dennis Woolwine: Draft and finalization
3. Travis Massey: Draft and finalization
Outputs
1) Project management plan process (Project Management Institute, 2013, pp. 72-78)
1. Project management plan
(i) Plan scope management
(ii) Validate scope
(iii) Control scope
(iv) Plan schedule management
PROJECT MANAGEMENT PLAN 12
(v) Control schedule
(vi) Plan cost management
(vii) Control costs
(viii) Plan quality management
(ix) Control quality
(x) Plan human resource management
(xi) Plan communications management
(xii) Control communications
(xiii) Plan risk management
(xiv) Control risks
(xv) Plan procurement management
(xvi) Control procurements
(xvii) Close procurements
(xviii) Plan stakeholder management
(xix) Control stakeholder engagement
(a) Direct & manage project work
Dennis Woolwine
Travis Massey
(b) Monitor and control project work
Janette Schuler
USDA
(c) Perform integrated change control
Dennis Woolwine
PROJECT MANAGEMENT PLAN 13
Travis Massey
Janette Schuler
(d) Close project or phase
Travis Massey
USDA
Scope Management Plan
Ms. Santee is looking for a Steel building to contain livestock and an office at a
Gerrardstown, WV farm. The awarded vendor will be responsible for costs on the following:
1) The supply of a 36’ x 36’ foot steel building
2) Engineering, drawings, stamped by a WV PE for flooring, walls indicated in the following
scope.
3) Installation of the building after the foundations are built
Define Scope of Work-Graber Pole Buildings
The building, 36’ x 36’ and have a steel building above the finished floor [with 4’
foundation under a 10” thick floor]. The building is to be enclosed on one end and have a 10’
foot opening on the other for open access.
The design shall meet ISBC 08/IBC 06 and shall meet the local building requirement for the
Martinsburg, WV area. Snow load, wind load, wind exposure and Seismic design must be
considered and listed.
The final design must be signed and stamped by a licensed professional engineer (PE) licensed in
the state of WV
PROJECT MANAGEMENT PLAN 14
The contractor is to include an estimate of operating, hours, labor costs and a schedule to conduct
the installation of the awarded building before April 1.
Note: All contractor’s employees and subcontractors must have a current OSHA 10 training
certificate.
PROJECT MANAGEMENT PLAN 15
Define Scope of Work-Manor Concrete
The building, 36’ x 36’ and have a steel building above] the finished floor with 4’
foundation on top of a 10” thick floor. The building is to be enclosed on one end and have a 10’
foot opening on the other for open access.
The design shall meet ISBC 08/IBC 06 and shall meet the local building requirement for the
Martinsburg, WV area. Snow load, wind load, wind exposure and Seismic design must be
considered and listed.
The final design must be signed and stamped by a licensed professional engineer licensed in the
state of WV
The contractor is to include an estimate of manning, hours, labor costs and a schedule to conduct
the installation of the awarded foundation and floor before April 1.
Note: All contractor’s employees and subcontractors must have a current OSHA 10 training
certificate.
Define Scope of Work-Team 1
1) Provide adequate storage and work area for the contractor
2) Designate a location for the excavated materials to be dumped
Validate Scope-Sub-contractor Requirements
1) Proof of insurance
2) OSHA ID number
3) All OSHA safety policies will be followed
4) All contractor employees and sub-contractors must have hard hats with [attached] hearing
protection, high visibility clothing, safety glasses, steel toed shoes and safety locks with tags
PROJECT MANAGEMENT PLAN 16
5) All work areas will be kept in a safe and orderly fashion at all times
6) All parts, tools and equipment should be stored properly before leaving the work site
7) Used parts, trash and debris to be placed in dumpster or location provided by team 1 or
owner
8) Contractor to provide all necessary men, tools, parts, equipment, and supervision to properly
9) Complete the job on time
10) Contractor to provide daily time sheets to the team 1 project monitor, Janette Schuler (time
sheets by team 1)
11) Any additional work required that is not covered in the contract should be approved only by
the monitor and recorded on the daily time sheet
12) An issue ticket must be filled out and signed by the project monitor at the time of approval
13) Team 1 reserves the right to cancel the contract at any time if these requirements are not met
14) Contractor's must use the parking area designated by the project monitor for their personal
vehicles
Assumptions, Constraints and Risks
Work Breakdown Structure
PROJECT MANAGEMENT PLAN 17
Time Management Plan
Staff acquisition is at the discretion of sub-contractors. Resource calendars are flexible
but no work on Saturdays per the owner request.
SEE Resource Calendar
March 15 to May 1 is financially significant due to the necessary down payments to sub-
contractors and Team 1. The owner’s initial deposit must be 50% of the projected budget in
order to cover the costs totaling approximately $10,800.00. There is a two-week lag time
between phase completions and USDA payments to the owner and subsequently to Team 1.
Ninety-nine percent of the payments will be made by July 1. All of the payments and receipts
will be made by July 31.
PROJECT MANAGEMENT PLAN 18
Cost Management Plan
In this section, the Barn Build Project team will describe how costs are planned,
structured and controlled. As such, the Cost Management Plan will identify the following areas:
1) Who is responsible for managing costs
2) Who has the authority to approve changes to the project or its budget
3) How cost performance is quantitatively measured and reported upon
4) Report formats, frequency and to whom they are presented
Through the course of the project, the project management team will hold overall
responsibility for managing and reporting all costs. The entire project team and senior leadership
will be briefed on cost reports periodically. Additionally, the project management team will
review the overall cost performance of the project since the last reporting period. Used in the
assessment of the project’s performance are earned value calculations. The project management
team is also responsible for cost deviations and briefing the sponsor with potential remedial
options should the need to make corrective action occur. Final authority to make necessary
corrective actions rests with the project sponsor.
Tools & Techniques
The Barn Build project team has assessed associated costs at the second level of the
WBS. Using Control Accounts, the project management team will create a more transparent
methodology for tracking overall costs. To aide in the Earned Value tabulations, the Control
Accounts will provide the necessary measurements and management needs to effectively track
the overall financial performance of the project. For ease of measurement and calculation, costs
will be rounded up to the nearest whole dollar/hour.
PROJECT MANAGEMENT PLAN 19
Should cost variances of +/- 0.1 occur, the status of the cost and schedule performance
indices are reported as yellow (cautionary). Variances of +/- 0.2 are reported as red (alert). A
red report will require appropriate corrective action from the project management team to bring
the offending index back to at least yellow (+/- 0.1). As such, corrective actions do require
approval of the sponsor to ensure the project scope adaptation.
Measuring project costs.
Project costs will be based on current material procurement estimates as well as quoted
contractor/hourly rates costs. Additionally, to provide for a more accurate estimate a 1.5%
inflation rate will be applied to all cost estimates to account for raises in prices. The additional
1.5% increase is requested to be held in a contingency fund.
Our planned value is not to exceed $20,000. This is based on calculating the baseline
costs associated with project + (hours for completion x hourly rate) arriving at the initial budget.
Taking this figure and adding an additional 1.5% will allow us to arrive at the final value.
Through the process of constructing the barn, the project management team will
continually assess the cost of the barn as based on the budget presented. We will routinely assess
the Actual Cost of the barn build using standard AC (ACWP) formulas as AC = (hourly rate x
total hours currently spent) + materials purchased. With this information, we will document the
amount of overtime spent on the project and account for any atypical delays. For future projects,
these numbers will used to assess the initial planned value.
PROJECT MANAGEMENT PLAN 20
Cost variance response process.
As assessments on cost are conducted, the Project Management team will present to the
Project Sponsor suggested corrective actions should the CPI drop less than .8 or go over 1.2.
Plans are to be documented in a Cost Variance Corrective Action Plan and presented to the
sponsor within five business days. The sponsor will determine the preferred course of action
within three business days. The Cost Variance Corrective Action Plan will provide the necessary
corrective actions needing accomplished to bring the project back within budget.
Control Costs-Change Control Process
Should the need arise in changing the budget or associated costs with this project, the
Project Sponsor serves as the final approval authority.
Project Budget
The project budget, outlined in the project charter, includes the overall construction costs
of Project Barn Build as negotiated with the providing organizations.
Material costs (including the barn and required construction) ................................$23,241
Contingency Labor @ $55/hr x ~ 18 hours ...............................................................$1,000
Administrative costs ...................................................................................................$1,780
USDA grant receipts................................................................................................($7,385)
Total..........................................................................................................................$18,636
PROJECT MANAGEMENT PLAN 21
Quality Management Plan
The Santee Goat Farm is a mid-size meat-goat farm situated in the southern portion of
Berkeley County in West Virginia. Due to the current condition of the standing barn, a more
stable structure to accommodate the livestock is necessary. There is a stringent requirement for
the overall protection of the animals from the elements, as well as provide a safe and secure
holding area for animals requiring quarantine. The base level requirements for the project
include the pouring of a concrete pad, followed with the construction of a prefabricated metal
barn. The full scope of the project detailed in Scope Management Plan and outlined in the
Project Charter.
Inputs
Scope Baseline
Within the confines of the Santee property, Team 1 will oversee the grading of land
followed by the pouring of a sufficient concrete pad that will serve as the base for the installed
metal barn. The Project Team is also responsible for contracting all materials and labors for the
barn build, as well as ensuring timely permits. In addition to the horizontal and vertical
construction, the Project Team is responsible for communicating the processes with the United
States Department of Agriculture (USDA) to ensure all components of the code meet the
necessary requirements as set forth in Appendix A. Additional information provided in the
preceding sections of this project management plan. See WBS.
Requirements Documentation
The Project Team will ensure the owners of Santee Goat Farm are satisfied with the
processes used and the final deliverables are in accordance with prescribed documentation as set
PROJECT MANAGEMENT PLAN 22
forth in Appendix A. Additionally, the Project Team will meet the following objectives to
ensure quality is achieved:
1) Horizontal and vertical construction meets ANSI and regulatory code specifications
2) Vertical construction is in accordance to plan and on time
3) Utilities (water & electric) meet ANSI and regulatory code specifications
4) USDA regulations adhered to
Stakeholder Register
Information in this section based on the Stakeholder Management Plan in the Project
Management Plan. The various stakeholders participating in the Santee Goat Barn project are
required to meet stringent quality standards as outlined in this section of the document.
The following listing includes the internal organizational parties and the specific role in
the achievement of quality as outlined in the document:
Project managers.
The Project Managers are responsible for the overall project and will serve as final
decision authority on any quality issues arising unable to be mitigated by the Quality Assurance
Manager. Final determination will be made by concurrence of at least 2 project managers.
Additionally, the Project Managers will utilize the Communications Plan and the Stakeholder
listing to ensure all issues and concerns are communicated to the stakeholders. The Project
Managers are Dennis Woolwine, Janette Schuler and Travis Massey.
Quality assurance manager (QAM).
The QAM is responsible for the overall quality management process. Due to the limited
size of this project, the QAM is a split responsibility with all on-board Project Managers. The
PROJECT MANAGEMENT PLAN 23
QAMs will utilize the risk register and work to mitigate any threats and exploit any opportunities
which may impact quality management. Additionally, should any issues arise negatively
impacting quality, the QAMs will utilize the process improvement plan.
Construction quality manager (CQM).
The CQM is responsible for overseeing all quality components of the construction
process. The CQM will utilize outside entity liaisons to ensure the utmost integrity to the overall
construction quality of the barn build.
Health & safety manager (HSM).
The HSM is responsible for the overall quality concerning the health and safety to the
entire project team (internal and external employees), the Santee property and the livestock on
site. Additionally, the HSM is also responsible for ensuring quality standards are met as outlined
by OSHA 10.
Design quality manager.
The Design Quality Manager will oversee quality related to the entire design process.
Senior technical consultant.
Due to the nature of the work incorporating the USDA as a primary stakeholder, a
member of the local USDA field office will provide technical advice concerning the overall
quality of the barn build.
PROJECT MANAGEMENT PLAN 24
Outside organizations/ subcontractors.
The various outside entities are not exempt from adhering to their own company quality
standards. Though quality is of utmost importance to the overall success of this project, the
standards herein may not be to the highest level of the contracted agencies. This document
serves as a minimum standard to which quality is measured, and serves as a bridge for the project
quality managers to oversee and implement the appropriate levels of quality management.
Tools & Techniques-Process Improvement Plan
The Quality Management Plan Working Group (QMPWG), designed to establish a
round-table for analyzing current quality standards and quality management practices. The
working group will meet bi-weekly until construction begins, then move to weekly until the final
delivery of the goat barn to Ms. Santee. During the QMPWG meetings, members will review all
current documentation for the project to ensure processes are being completed and met in
accordance with the prescribed quality standards. The QMPWG will implement requirements to
utilize any of the following quality tools:
Cause-and-effect diagrams
Flowcharts
Check sheets
Pareto diagrams
Histograms
Control charts
Scatter diagrams
The QMPWG consider other projects of the same nature, as well as input from technical
experts to benchmark current quality standards during the project. Suggested members to the
PROJECT MANAGEMENT PLAN 25
QMPWG include the project manager(s), project sponsor, selected team members (as needed),
select stakeholders (as required), anyone with impacted/immediate responsibility and any others
as needed.
Standards for quality during the planning phase of the Project Barn Build will include
meeting the necessary needs of the customer. Additionally, input from the USDA is required as
directed by the customer to ensure continued privileges and tax advantages.
Perform Quality AssuranceHorizontal construction.
Grading
Land graded in accordance with ANSI, local, county, state, federal requirements
Concrete
Concrete pad thickness as prescribed by USDA, prefabricated barn contractors, ANSI,
local, county, state, federal requirements
Concrete set time as directed by concrete company
Weather conditions must be acceptable as coordinated with concrete company
Vertical Construction.
Barn Construction
Meet customer and USDA ANSI, local, county, state, federal requirements outlined in
Project Management Plan
Internal Additions
Must meet customer, USDA ANSI, local, county, state, federal requirements
Water
PROJECT MANAGEMENT PLAN 26
Must meet ANSI, local, county, state, federal requirements
Electric
Must meet ANSI, local, county, state, federal requirements
Quality Audits
Routine inspection of the project areas will occur daily. Full-scale noncompliance issues
outlined through quality assurance. Corrective actions are the responsibility of the offending
party. Additional labor costs are subject to approval of the QMPWG.
Outputs-Change Requests
Changes to the overall scope of the project may constitute the need to re-evaluate the
Quality Management Process.
Project Management Plan 27
Human Resource Management Plan
According to the PMI in The PMBOK GUIDE (2013) the purpose of “Plan Human
Resource Management is to identify and document project roles, responsibilities, required skills,
reporting relationships and creating a staffing management plan. The key benefit of this process
is that it establishes project roles and responsibilities, project organization charts and the staffing
management plan including the timetable for staff acquisition and release” (Project Management
Institute, Inc, 2013, p. 258).
Inputs
Activity Resource Requirements
1) Identification of the types and quantities of resources for each activity in a work package:
1. Planning & Design Activity will utilize Dennis Woolwine as project manager for
approximately 40 hours
2. P&D will utilize Travis Massey as Assistant PM for approximately 40 hours to do leg
work in acquiring building permits, procurement receipts, and other leg work
3. P&D will utilize Janette Schuler as Assistant PM for approximately 40 hours as the
liaison to the USDA and to for GPS survey
2) These requirements can be collected from multiple sources to determine the estimated
resources for each work package and each work period:
1. USDA submitted detailed compilation of how long each phase will take plus monetary
estimates and detailed plans. This includes:
i) One day for GPS survey completed between February 15 – May 15
Project Management Plan 28
ii) One day for each phase to be completed concurrently with major project phases of
horizontal, vertical and finish build beginning May 1 and ending July 1
iii) See USDA Pay Rates. Approximate payments made on June 1, 15, July 1, July 15
and August 1 with up to 14 days of possible delays not including a government shut-
down
3) Excavating Co. time, money and scope includes:
1. Down payment of $1,000 due March 15
2. Fixed Fee of $2,000 due June 1
3. Expenses of up to $3,000 due by July 31
4. Begin horizontal build between May 1 and May 14 to obtain 1st withdrawal from USDA
by June 1
i) May 1 to June 1: 1-2 people on site
ii) June 1 to July 31: 1 person on site
4) Vertical Co. time, money and scope includes:
1. Down payment of $5,500 due April 15
2. June 1: 2 people on site one day to set anchors in concrete pad before horizontal build
3. June 14: 1 person may be on site for a short period to check on progress during two
weeks cure time for the concrete
4. June 21: 6-12 people on site one week for vertical build
5. June 28: 0-2 people on site up to one week for finish build
6. June 28: 1 person on site for payment of $5,000 due upon completion
7. July 31: 1 person on site for final payment of up to $600.00
5) Plumber and electrician time, money and scope includes:
Project Management Plan 29
1. June 1: 2-4 people on site one day to run underground piping, conduit, stub outs and heat
tape in with payment of up to $1,320 due at end of the day
2. June 21: 0-2 people on site for three weeks wait time for horizontal and vertical build for
quick inspection
3. June 28 – 29: 2-4 people on site to install wiring, lights, piping, fixtures, etc… with
payment of up to $1,320 due upon completion
6) Resource calendars
7) Staff Release Plan
8) Procurement Plan
Enterprise environmental factors
1) Duration estimating databases and other reference data
2) Productivity metrics
3) Published commercial information
NRCS web site
4) Location of team members
1. Dennis Woolwine and Travis Massey at PMO
2. Janette Schuler on site
3. USDA in Martinsburg office
Organizational process assets
1) Historical duration information
2) Project calendars
3) Scheduling methodology
4) Lessons learned
Project Management Plan 31
Tools & Techniques
Organization charts and position descriptions
Hierarchical-type chart format included in WBS
Networking.
1) Formal and informal interaction with others in an organization, industry or professional
environment: USDA, sub-contractors, neighbors
2) Gauges of success include knowledge improvement in the following areas:
1. Strong competencies
2. Specialized experience
3. External partnership opportunities
3) Networking activities include
1. Proactive correspondence
2. Luncheon meetings
3. Informal conversations
4) Timing
1. Beginning with USDA, sub-contractors and owner
2. During with USDA, sub-contractors, owner and neighbors
3. End with USDA, sub-contractors, owner and neighbors
i) Possible barn party where neighbors are invited
Project Management Plan 32
Organizational theory.
Flexible leadership style that adapts to the changes in a team’s maturity level throughout
the project life cycle
Expert judgment.
1) List preliminary requirements for the required skills
2) Assess the roles required for the project based on standardized role descriptions within the
organization
3) Determine the preliminary effort level and number of resources needed to meet project
objectives
4) Determine reporting relationships needed based on the organizational culture
5) Provide guidelines on lead time required for staffing
6) Identify risks associated with staff acquisition, retention and release plans
7) Identify and recommend programs for complying with applicable government and union
contracts
Meetings
To meet consensus on the human resource management plan
Outputs
Human Resource Management Plan
(Project Management Institute, Inc, 2013, pp. 165-169, 258-267)
Project Management Plan 33
1) Roles and responsibilities SEE ROLES AND RESPONSIBILITIES (ROLES AND
RESPONSIBILITIES (FIGURE 1: CLICK TO RETURN TO OUTPUTS): CLICK TO RETURN TO
OUTPUTS)
1. Role
2. Authority
3. Responsibility
4. Competency
2) Project organization charts
See WBS with HR Outline spreadsheet
3) Staffing management plan
1. Staff acquisition
i) Subcontractors
2. Resource Calendars
3. Staff release plan
i) See Procurement Plan
ii) See Activity Resource Requirements
1. Training needs
2. Recognition and rewards
3. Compliance
i) USDA, county, state and ANSI codes and guidelines are to be adhered
4. Safety
i) All OSHA 10 safety rules and regulations are to be adhered to
Project Management Plan 34
ii) All gates must be secured and checked to prevent livestock from escaping and near-
by unauthorized stakeholders from entering the work site
iii) All visitors are to be denied access or escorted
Project Management Plan 35
Staffing Management Plan
Staff acquisition accomplished through the sub-contractors and handled at their
discretion. Resource calendars are flexible but no work on Saturdays per the owner request.
SEE Resource Calendar
March 15 to May 1 is financially significant due to the necessary down payments to sub-
contractors and Team 1. The owner’s initial deposit must be 50% of the projected budget in
order to cover the costs totaling approximately $10,800.00. There is a two-week lag time
between phase completions and USDA payments to the owner and subsequently to Team 1.
Ninety-nine percent of payments will be made by July 1 and all payments and receipts by July
31.
Project Management Plan 36
Roles and Responsibilities (Roles and Responsibilities (Roles and Responsibilities (Figure
1: Click to return to outputs): Click to return to outputs): Click to return to outputs)
Phillip Lester, Project Sponsor from PMO is the project champion in-charge of approving
the funding has left the project management team in charge of the job while assisting the PMO in
reviewing other endeavors. He has turned authority over to Mr. Woolwine while investigating
other projects.
Dennis Woolwine, Lead Project Manager, in charge of initial planning & design of the
project planning including Plan Scope and Plan Requirements. This is a time consuming
endeavor due to all the documentation (details in the WBS spreadsheet). Mr. Woolwine is the
ultimate authority of project in case of conflict due to his Master’s in Strategic Learning, Army
experience and PMP Certification.
Janette Schuler, Assistant Project Manager and Project Monitor, is in charge of the Day-
to-day management of the sub-contractor project managing including all aspects of the build
such as; surveying in planning and site prep, implementation of site prep, horizontal, vertical,
and finish build, time management, deliverables management, safety and assisting Travis with
customer turnover upon completion. She is the ultimate authority over Sub-contractors due to
her certifications in WV Transportation Engineering Technician, General Construction &
Business & Law, Structural Steel Erection, VA Plumbing Code, OSHA 10, 1st Aid and CPR.
Combined with her construction production experience, she is the best choice for this position.
Travis Massey, Assistant Project Manager Initial planning & design management of the
project managing all aspects of the build including assisting Dennis in the planning & design
stage in the areas of stakeholder management, project charter, obtaining blue prints, permits and
Project Management Plan 37
contacting Miss Utility. Procurement, quality & turnover such as cost allocation, and ensuring
customer satisfaction upon completion. He is the ultimate authority over procurement needs due
to his Masters in Strategic Leadership, Cost, Quality, Procurement, Stakeholder Management
experience.
Santee Farm, project sponsor and owner, will obtain concrete from the Ready mix plant
in Hedgesville at 50% discount. Owner turned authority of Project Barn Build over to USDA and
Team 1 from the PMO.
USDA, project sponsor and government authority, will provide and verify guidelines
with project monitor and subcontractors and has final sign-off. The USDA is the ultimate
authority over grant related specifications and will offer expert recommendations. They will
provide 50% of the funding and final approval1
Graber Post Buildings is the vertical lead sub-contractor over the barn, stalls and walls
with 20 years in the building industry. They have authority over building design and
specifications with approval from USDA and project monitor.
Mauk’s Plumbing has 40 years in the industry and is the finish sub-contractor in charge
of piping, sinks, heat tape and watering tank(s). They have authority over the plumbing and
specifications with approval from USDA and project monitor.
G & T Electrichas 30 years in the electrical industry and is the finish sub-contractor in
charge of the wiring, switches and lights. They have authority over the electrical design and
specifications with approval from USDA and project monitor.
Woolum Excavating has 25 years in the heavy equipment and site-prep industry and is
the subcontractor of the site-prep builds including grading, excavating and digging. He has
authority over site prep and specifications with approval from USDA and project monitor.
1 See Appendix A for USDA guidelines and project approval guidelines.
Project Management Plan 38
Manor Concrete, with 25 years in the concrete industry, is the horizontal sub-contractor.
They have authority over the horizontal design and specifications with approval from USDA and
project monitor.
Project Management Plan 39
Communications Management Plan
Input
The purpose of this document is to develop an appropriate approach and plan for project
communications based on stakeholder information needs, requirements and available
organizational assets. This document will define the communications goals and strategies of
Project Barn Build. The Project Barn Build Communications Management Plan (CMP) spells
out the project’s methods of information collection, covers the timelines and methods of
communication and dissemination of project information. Clear communication paths to all
stakeholders at defined intervals will promote overall success for the project. Concise and
constant communication will mitigate risks and give the project manager, project team and
stakeholders the ability to re-plan as necessary. Communications planning distinguishes the
applicable level of communication for each project stakeholder, how stakeholders are contacted,
the frequency of communication, and what reports will be distributed. Lack of communication
planning could result in missed deliverables, wasted man-hours and possibly project failure.
Project Barn Build communications efforts should strictly adhere to this CMP with a matrix of
specific actions addressing communication needs of each stakeholder group. The intended
audience of the Project Barn Build CMP is the project manager, project team, project sponsor,
stakeholders and the customer.
Communication plans between the project manager, project team, and all stakeholders is
the primary method to promote synergies and cooperation amongst the teams. Project Barn
Build has four primary stakeholder groups and has definitive communications requirements for
each.
Project Management Plan 41
Key Stakeholder Groups
1) Internal Stakeholders (See Roles & Responsibilities for details)
1) Phillip Lester
1. PMO sponsor
2) Travis Massey
1. Procurement manager
3) Janette Schuler
1. Project monitor
4) Dennis Woolwine
1. Project manager
2) External Stakeholders
1) Santee Farm
1. Owner will contact concrete plant to obtain ready-mix
2. Owner sponsor
2) Sub-contractors
1. Provide estimates, labor and engineered drawings where applicable
3) USDA
1. Provide specifications, grants, advice and knowledge resources
2. Government sponsor
4) Berkeley County Planning Commission
1. Provide permits and code clarification
5) Neighbors
1. Including community and shared access road
Project Management Plan 42
Tools & Techniques
The Communications Action Plan, created and managed by the PMO, designates the
preferred methods of communication for each stakeholder group, designates the frequency of
communication and defines what type of communication the stakeholder groups need to promote
a successful project. The project team and stakeholders work together to develop a “plan” of
communication activities including but not limited to;
1) Methods
2) Timeframe
3) Boundaries
Communication Technology and Methods
Guest Wi-Fi is on site and accessible without password and limits. Speeds are up to 16
GB. Satellite systems do not function well in this area. Electricity is available.
1) Phillip Lester: Daily and weekly email status and reports, weekly face-to-face meeting
1. Call: 304-889-9636.
2. E-mail: plester@yahoo.com
2) Travis Massey: Daily and weekly email status and reports, weekly face-to-face meeting
1. Call: 304-125-6399
2. E-mail: massey@apple.com
3) Janette Schuler: Daily and weekly email status and reports, weekly face-to-face meeting
1. E-mail: jschuler7588@gmail.com
Project Management Plan 43
2. Text: 304-283-7046
4) Dennis Woolwine: Daily and weekly email status and reports, weekly face-to-face meeting
1. Call: 304-728-2104,
2. E-mail: dennis.woolwine@gmail.com
5) Santee Farm:
1. E-mail: Goats4u@gmail.com
2. Text or call: 240-569-8899
6) Sub-contractors: Call
1. Graber (919-896-3320) Daily phone status reports and weekly
2. Mauk’s (304-159-6933) Daily phone status reports and weekly
3. G&T Electric (304-789-4100) Daily phone status reports and weekly
4. Woolum Excavating (301-259-9633) Daily phone status reports and weekly
5. Manor Concrete (304-724-8956) Daily phone status reports and weekly
7) USDA: Daily or weekly e-mail status reports and phone when inspections are needed
1. Call: 202-231-8963
2. E-mail: Bmurray@usda.gov
8) Berkeley County Planning Commission: Call at each phase beginning and closure
Project Management Plan 44
1. Call: 555-555-1212
9) Neighbors: Hang notifications on community bulletin board
Information Management Systems
The type of reporting and briefings are dependent upon stakeholder groups. The
communications will consist of face-to-face meetings; formal email reports, text and phone
briefings. Site visits will also serve as a communication method for visual status of the project
and inspections by both Berkeley County and the USDA. The project team will hold a weekly
face-to-face internal meeting to discuss progress on key deliverables.
Project Meetings
Meeting Description
Purpose
Frequency Owner Internal/
External
Comments/
Participants
Status
Meetings
Communication of
progress and key
deliverables
Weekly Dennis
Woolwine
Internal Project team
meetings
Status
Meetings
Communication of
progress and key
deliverables
Weekly Travis
Massey
External Customer liaison,
meetings with the
customer
Status
Meetings
Communication of
progress and key
deliverables
Weekly Janette
Schuler
External Subcontractor
meetings
Project Reporting
Project Management Plan 45
Report
Name
Description
Purpose
Frequency Owner Internal/
External
Comments/
Distribution
List
Daily
briefing
Communication of
project progress and
deliverable status
Daily Dennis
Woolwine
Internal Executive
summary of
progress to date for
internal team
project team
Daily
briefing for
customer
Communication of
project progress and
deliverable status
Daily Travis
Massey
External Executive
summary of
progress to date for
customer
Daily
briefing for
contractors
Communication of
project progress and
deliverable status
Daily Janette
Schuler
External Touch point call
for subcontractors
Project Management Plan 46
Other Communications Methods
Outputs from Meetings (p.307-308)
1) Work performance information
2) Change requests
1. New or revised estimates, schedule dates, resource requirements and risk analysis
2. Adjustments to the project management plan and documents
3. Recommendations of corrective actions
4. Recommendations of preventative actions
3) Project management plan updates
4) Project documents updates
1. Forecasts
2. Work performance reports
3. Issue log
5) Organizational process assets updates
Method Description
Purpose
Frequency Owner Internal/
External
Comments/
Distribution
List
Site visits Face-to-face with
subcontractors at each
stage of construction
As needed but at
least weekly
Janette
Schuler
External Also coordinates
site visits for
USDA and local
inspections
Project Management Plan 47
Risk Management Plan
A risk is an uncertainty that can have a positive or negative effect on meeting a project’s
objectives. A risk management plan (RMP) is a component of the project, program or portfolio
management plan that describes how risk management activities will be structured and
performed. This RMP defines how pre-identified risks and unknown risks are identified,
analyzed and managed. This plan outlines how risk management activities are enacted,
documented and monitored throughout the project. The RMP is created and managed by the
project manager and is monitored, assessed, and updated (if required) throughout the project
lifecycle. The intended audience of the RMP is the project team, project sponsor and
stakeholders.
Inputs-Identify risks
All management plans, baselines, activity estimates, stakeholder register, project and
procurement documents, enterprise environmental factors and organizational process assets were
utilized in the Identify Risk Management Plan. The project manager, project team, stakeholders,
and customers and will work in conjunction with one another to identify risks and determine
their probability of occurrence. The project management plan, the WBS, cost structure,
boundaries and timelines and environmental factors will be considered.
Tools & Techniques
The project manager, project team and stakeholders (internal and external) will ensure
that risks are actively identified, analyzed and managed throughout the project lifecycle. Risks
will be identified before the project begins and to minimize their impact as well as during the
project. The risk manager for this project is the project manager. The impact and probability of
the identified risks will be assessed from both a qualitative and quantitative approach.
Project Management Plan 48
Qualitative Risk Analysis
The project manager and the project team using the following method will assess the
probability and impact for each identified risk:
Probability.
High – Risk probability greater than 75%
Medium – Risk probability between 25% and 75%
Low – Risk probability below 25%
Impact.
High – Risk that could greatly impact cost, schedule or outcomes
Medium – Risk that could slightly impact cost, schedule or outcomes
Low – Risk that has little to no impact on cost, schedule or outcomes
Risks that fall within the red or yellow zones will have additional attention to mitigate or
contingency plan for if the risk arises.
Prob
abili
ty
H
M
L
L M H
Impact
Project Management Plan 49
Quantitative Risk Analysis.
Once risks are prioritized through qualitative risk analysis process and their effect on
project activities will be estimated, each risk will be assigned a ranking based on the qualitative
analysis. The Quantitative risk ranking is shown in the risk register.
Risk Response Planning.
The project manager will assign any risk in the red or yellow category to a project team
member to ensure that the risk does not manifest and will react accordingly if the risk does
materialize. For each major risk, one of the following approaches will be selected to address it:
1) Avoid – eliminate the risk potential
2) Mitigate – Identify ways to reduce the risk or cope with the risk if it occurs
3) Accept – Do nothing, accept as is
4) Transfer – Transfer the risk to another party (insurance, hire contractors, etc.)
The project team will pre-identify the approach to mitigate any risk that is scored as medium
or high. This may include interviewing, expert analysis, re-working the schedule, hiring
additional contractors, etc.
Control risks.
The project manager will maintain a risk log covering the daily and weekly project team
meetings.
Risk Monitoring, controlling and reporting.
Project risk levels will be tracked, monitored, re-assessed and reported throughout the life
of the project. Any changes to the project will also require a risk analysis to be performed to
Project Management Plan 50
ensure the change is not a risk to the overall project. Any changes or additional and their
respective risk analysis will be reported in the weekly meetings for both internal and external
stakeholders.
Output-Risk Register
A risk register are the results of the risk analysis and risk response planning documented.
The project manager will create, update and share the risk register with the internal project team
during daily and weekly meetings.
Identified risks
Risk Risk Probability Risk Response Impact
Not funding
the project
Low Accept Potential loss of livestock, feed and
medicine is a real risk
Funding
sources
Medium Mitigate If structure is not completed in
accordance to USDA guidelines, the
phases will not be approved and
payments will not be made. Any
monies already paid will have to be
re-paid with a 20% penalty
Contractors Medium Mitigate If they are not insured and bonded,
unpaid workers could place a lien
against the structure, the owner could
be liable for unforeseen damages and
injuries, they could be scam artists
and leave town with the money
Weather Low Accept Plan accordingly based on forecasted
weather that could delay construction
because wet ground will crack and or
“pop-out” concrete when it freezes
Project Management Plan 51
Risk Risk Probability Risk Response Impact
Theft of
Material
Medium Mitigate Forgetting to secure the construction
site by closing gates correctly may
result in theft of materials, damage by
dogs, wildlife and livestock thus
delaying construction and increasing
costs
Managing
current
livestock
Low Mitigate Potential delays derived from existing
goat herd escaping confinement and
butting contractors, being run over by
equipment, eating blue prints,
stepping in wet concrete
Boundaries Low Avoid Need to stay 50’ away from property
line
Site
preparation
Low Accept Compaction rate required before
concrete can be poured
Project Management Plan 52
Procurement Management Plan
This document will outline the procurement management approach for the Project Barn
Build. It will include a listing of the various contracts to be utilized, as well as outline the
constraints being faced in the procurement process. This document will also define the goods
and services necessary to achieve the objective and identify the parties providing said goods and
services. Within this procurement plan, there will be a clear delineation of the decision making
process outlining the criteria being used to select suppliers and award subsequent contracts.
Because of the nature of the procurement process, a clear picture of the required documentation
will be outlined. This procurement plan will also touch on various risks associated with the
procurement process and incorporate risk management processes as previously outlined in the
Risk Management Plan. Finally, this procurement plan will include a section on supplier
performance measurement. To standardize terms and definitions, the procurement management
plan will include verbiage common to the PMBOK Guide as related to procurement (Project
Management Institute, 2013, pp. 355-388).
Input-Procurement Documents
The Project Barn build will utilize two primary forms of contracts to conduct
procurement processes. Successful procurement is accomplished through the binding obligation
between a buyer and seller to provide the agreed upon goods and/or services. The two general
contracts utilized in this process are the fixed price and cost-reimbursable contracts.
Fixed Price Contract
Project Management Plan 53
The Project Barn Build will utilize fixed price contracts for the procurement of goods.
As the project is primarily contingent on general supplies, the procurement of such goods will
utilize a firm fixed price (FFP) contract.
Cost-Reimbursable Contract
In addition to the procurement of general goods, the Project Barn Build will incorporate
the use of contractors to accomplish the construction and completion of the various phases as
laid out in the Work Breakdown Structure (WBS). Because of the variables associated with an
outdoor project, the project team realizes the variable costs afforded to the
construction/contractor teams. As such, this procurement plan includes the usage of the cost-
reimbursable contract.
Tools & Techniques
Meetings discussed in Communications Management Plan.
Source Selection Criteria
Concrete Delivery
The Project Barn Build requires the pouring of a concrete pad to fulfill the project needs.
Within the constraints of promises set forth by the Santee Farm, concrete is able to be procured
at a 50% discount rate should ample time be allocated to Ms. Santee and the concrete company.
Before concrete can be poured and effectively framed at the site, grading and ground prep must
be completed. Within the nature of the promise, timing for concrete delivery shall be no later
than 3 days prior to required delivery. Upon discussion with Ms. Santee and her contact at the
cement plant, the delivery of concrete is afforded a +1 day window upon the conclusion of
Project Management Plan 54
inclement weather for delivery of concrete. The costs associated with the delivery and pouring
of concrete are accounted for in the overall budget but paid for by Ms. Santee personally.
Project Management Plan 55
Independent Estimates
Vertical Construction
The Project Barn Build team will utilize a professional prefabrication building company.
The company requires three weeks’ notice to commence delivery.
Following prescribed costs based on provided bids, Team 1 foresees no additional costs.
Sink.............................................................................................................................200.00
Pipe and fittings..........................................................................................................200.00
To be provided by plumbing company.
Manual Labor
Construction of the Barn will commence on 2 June 2015. Using a time-phased
construction process developed by the lead general contractor, various sub-contractors will be
coming on and off site at pre-determined FFP and CPFF contractual rates, with all construction
and inspections completed by July 31, 2015 (August 30 at the latest). Some construction cannot
occur during inclement weather; therefore, sub-contractors will not necessarily be on-site. See
Activity Resource Management Plan for further details.
The lead contractor, Graber Post Buildings, signed a FFP. Additional work will need to
be authorized by the necessary authority based on the needed labor at a pre-determined hourly
rate of $55.00. With the potential for inclement weather and the inability to complete necessary
components, labor rates will not be afforded the contracting company on missed workdays and is
at the responsibility of the contractors to compensate their employees.
Project Management Plan 56
Responsibilities and Authorities
Title Contract Role Responsibility Limitations Comments
Farm Owner Concrete
Intermediary
Upon notification, will
purchase and order
concrete and schedule
delivery
Four (4) day
advance
notice
Concrete
requires 4-5
days’ notice.
Graber Post
Buildings
External
Contractor
Provides purchased barn
and labor for general
construction
One (1)
month notice
Barn is
prefabricated
component
style
Mauks
Plumbing
External
Contractor
Installs plumbing
G&T Electric External
Contractor
Runs electric
Woolum
Excavating
External
Contractor
Provides equipment and
laborer for site-prep
Manor
Concrete
External
Contractor
Provides necessary
concrete, delivery and
pouring
Three (+3)
day notice
Procured
through Ms.
Santee
Project Management Plan 57
Outputs-Agreements
Contracts awarded to the suppliers based on the following criteria:
1) Timing
2) Scope
3) Blind bid process
4) Knowledge of the terrain
5) Expertise in their field
6) Recommendation(s)
Procurement risk and reporting formats
The Risk Management Plan discusses the procurement risks in detail.
Work Performance Measurement
Contract fulfillment.
Supplier evaluations based on their ability to meet all outlined requirements in their
specific contract, to include timeliness and on-cost delivery. Contract fulfillments based on the
appropriate quality completion of the promised deliverable. Failure to meet contractual
obligations shall be referred to remedial actions.
Remedial Action(s).
The overall scope of this project sees the usage of various contractual obligators. Due to
the differing scope and promised deliverable, all remedial actions will vary based on the required
action. General assumption will be based on a reduced payment and potential legal action.
Closed procurements.
Project Management Plan 58
The project monitor verifying completion and authorizing payment will sign formal
written notice. Procurement files will be updated, seller-provided deliverables formerly accepted
and lessons learned documented.
Project Management Plan 59
Stakeholder Management Plan
Who is responsible for managing stakeholders?
1) Dennis Woolwine, Project Manager and Team Leader
2) Janette Schuler, Assistant Project Manager and Project monitor
3) Travis Massey, Assistant Project Manager and lead procurement officer
Who can approve changes to the stakeholder management plan?
1) Team 1 may add stakeholders as they become evident and Travis may delete stakeholders
after all contractual and procurement obligations are closed
Identify Stakeholders
“The process of identifying the people, groups or organizations that could impact or be
impacted by a decision, activity or outcome of the project; and analyzing and documenting
relevant information regarding their interests, involvement, interdependencies, influence and
potential impact on project success” (Project Management Institute, Inc, 2013, p. 391).
Inputs
Project charter
1) Phillip Lester, Project Sponsor
2) Dennis Woolwine, Project Manager
3) Janette Schuler, Project Monitor
4) Travis Massey, Assistant Project
Manager and Procurement Officer
5) Bill Murray, USDA Liaison
6) Mauks Plumbing
7) G&T Electric
8) Woolum Excavating
9) Manor Ready-mix Concrete
10) Ms. Santee
Project Management Plan 60
Procurement documents
1) Federal bank
2) United Bank
3) Contractors’ bank(s)
Enterprise environmental factors
1) Berkeley County Planning Commission
2) USDA, Bill Murray
3) Neighbors that share an access road
Organizational Process Assets
1) USDA guidelines
Risks
Risk Consequence
Not funding the project Potential loss of livestock, feed, and medicine is a real risk.
Funding sources If structure is not completed in accordance to USDA guidelines, the
phases will not be approved and payments will not be made. Any
monies already paid will have to be re-paid with a 20% penalty.
Contractors If they are not insured and bonded, unpaid workers could place a lien
against the structure, the owner could be liable for unforeseen
damages and injuries, they could be scam artists and leave town with
the money.
Weather Plan accordingly based on forecasted rains that could delay
construction because wet ground will crack and or “pop-out” concrete
Project Management Plan 61
when it freezes.
Theft of Materiel Forgetting to secure the construction site by closing gates correctly
may result in theft of materials, damage by dogs, wildlife and
livestock thus delaying construction and increasing costs.
Managing current livestock Potential delays derived from existing goat herd escaping
confinement and butting contractors, being run over by equipment,
eating blue prints, stepping in wet concrete.
Boundaries Need to stay 50’ away from property line.
Tools & Techniques
Cited from (Project Management Institute, Inc, 2013, pp. 395-396) Stakeholder analysis:
“Identification of the interests, expectations and influence of the stakeholders and relates them to
the purpose of the project. This will also help to identify stakeholder relationships that can be
leveraged to build partnerships to enhance the project’s chance of success, along with
stakeholder relationships that need to be influenced differently at different stages of the project
or phase.
1) Identify all stakeholders and relevant information.2
2) Analyze potential impact or support each could generate and classify them in order to define
an approach strategy with prioritization
3) Assess how key stakeholders are likely to respond in various situations, in order to plan how
to influence them to enhance their support and mitigate negative impacts
Expert Judgment
1) USDA
2 See Stakeholder Register
Project Management Plan 62
2) Better Business Bureau
3) References
Meetings
See Communications Management Plan
Outputs
Stakeholders register (Rita Mulcahy, 2009, p. 352)Stakeholder Register.docx
Plan stakeholder management
“The process of developing appropriate management strategies to effectively engage
stakeholders throughout the project life cycle, based on the analysis of their needs, interests and
potential impact on project success” (Project Management Institute, Inc, 2013, p. 391).
Project Management Plan 63
Inputs
Project management plan.
Stakeholder register.
Enterprise environmental factors.
1) Organizational culture: Respect authority, adherence to USDA regulations, hard workers,
farm work environment, motivated by a successful project completion
2) Geographic distribution: Dispersed, therefore phone, text and e-mail communication is
preferred. Proper planning is a must to ensure all material is on site when building begins in
order to prevent time consuming trips to Lowe’s
3) Government & industry standards: USDA and Berkeley County regulatory agencies have
certain ANSI specifications that must be adhered too during the building process
4) Infrastructure: Poor and steep the last ¼ mile, but with a comfortable 10’ wide drive and
ample clearance at the end for comfortable turning radius and a material lay down yard
5) Existing human resources: Expert skilled tradesmen plus USDA and county regulatory
agents, knowledgeable of the area, quick to give helpful advice and Team 1 is a competent
unit encompassing a wide variety of skills
6) Marketplace conditions: Low interest rates and a strong bull market in commodity process
have given the local residence comfortable monetary reserves
7) Risk tolerances: Low to moderate risk, everything is done by the book and in accordance to
specs
8) Political climate of the region encourages growth and expansion of all types of industry in
their designated areas with tax incentives and grants
Project Management Plan 64
9) Organization’s established communications channels: Phone, text, E-mail and WebEx
10) Commercial databases: USDA, NRCS, Berkeley County
Organizational Process Assets.
1) Corporate knowledge base: Lessons learned databases and historical information from the
USDA and Berkeley County Commission are vast and document similar projects extensively,
including pending grants and projects, which are accessible
2) Processes and procedures: USDA has given easy to follow guidelines that assist in accurately
achieving project objectives.
Tools & Techniques
Expert judgment.
1) USDA
2) Better Business Bureau
3) Berkeley County Planning Commission
4) Team 1
5) Sub-contractors
Meetings.
1) Pre-bid meeting with USDA
2) Pre-construction meeting with sub-contractor’s, owner, USDA and Team 1
3) Daily Safety or Toolbox meetings
4) Project close/lessons learned meeting between Team 1, USDA, sub-contractor’s, owner;
invite neighbors, maybe have a little barn party
Project Management Plan 65
Analytical techniques.
1) Unaware: Some neighbors
2) Resistant: Some neighbors from the city who may not like goats
3) Neutral: Neighbors, banks
4) Supportive: Neighbors, sub-contractors, Team 1, USDA, Berkeley County Planning
commission
5) Leading: USDA, Team 1, Graber Post Buildings
Outputs
Stakeholder management plan.
1) Desired and current engagement levels of key stakeholders
2) Scope and impact of change to stakeholders
3) Identified interrelationships and potential overlap between stakeholders
4) Stakeholder communication requirements for the current project phase
5) Information to be distributed to stakeholders, including language, format, content and level
of detail
6) Reason for the distribution of that information and the expected impact to stakeholder
engagement
7) Time frame and frequency for the distribution of required information to stakeholders
8) Method for updating and refining the stakeholder management plan as the project progresses
and develops
Project Management Plan 66
This is a positive climate for this project. If the sub-contractors behave respectfully and
do not forget to lock the gates, this could go very well with the neighbors and encourage them to
do similar projects (hopefully on a grander scale). Stakeholder management should be as
informal as possible in order to create a friendly atmosphere. All change orders will be issued
within a few hours of approval both verbally and in writing. Approvals and denials of project
phases will be issued verbally upon inspection and in writing within 24 hours. All USDA, ANSI
and Berkeley County guidelines should be adhered to in order to prevent conflict. We need to
make sure the sub-contractors have open communication in order to facilitate cooperation during
the build. In the event of non-compliance, the project monitor will contact Dennis Woolwine
and Travis Massey immediately. Procurement will find a replacement for the non-compliant
sub-contractor. A sign should be set-up one – two weeks before the project begins in order to
prepare the neighbors for possible congestion and delays. Active stakeholders should arrive on
site after 7:30 AM in order to allow the neighboring community time to leave for work
unobstructed. These same stakeholders should not leave until dinnertime in order to prevent
congestion too.
Project Management Plan 67
References
Project Management Institute, Inc. (2013). A guide to the project management body of
knowledge (pmbok guide) 5th Edition. Newton Square: Project Management Institute.
Mulcahy, Rita P. (2009). Rita Mulcahy's PMP exam prep. USA: RMC Publications, Inc.
Project Management Plan 68
APPENDIX A
USDA Requirements
Local Payment Rates Per NRCS Guidelines:
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
516 -
Livestock
Pipeline
WV013
2
None 200 ft 1.25 inch PE from
spring or pond to
trough.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 200 (ft):
Activity Per Unit Total
Design $0.7744 $155.00
Installation $0.3537 $71.00
Checkout $0.3891 $78.00
Unit cost per (ft) $1.5172 $304.00
5. Select Specific Practice:
Project Management Plan 69
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
466 - Land
Smoothing
WV019
1
None 2 ac Smooth turnrows,
fencerows, and dead
furrows to improve
irrigation system
layout.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 2 (ac):
Activity Per Unit Total
Design $212.2323 $425.00
Installation $47.1627 $95.00
Checkout $47.1627 $95.00
Unit cost per (ac) $306.5577 $615.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
Unit
s
Description
Project Management Plan 70
of Units
380 -
Windbreak/Shelterbelt
Establishment
WV015
8
None 1000 ft Windbreaks
to protect
farmstead
and AFO.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 1000 (ft):
Activity Per Unit Total
Design $0.1396 $140.00
Installation $0.1415 $142.00
Checkout $0.1046 $105.00
Unit cost per (ft) $0.3857 $387.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Units Description
558 - Roof
Runoff
Structure
WV018
7
None 2560 sq
ft
Gutter system installed
on barn to remove clean
water from AFO site.
Project Management Plan 71
40x 64 barn
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 1300 (sq ft):
Activity Per Unit Total
Design $0.1642 $214.00
Installation $0.1175 $153.00
Checkout $0.0650 $85.00
Unit cost per (sq ft) $0.3467 $452.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
561 - Heavy
Use Area
Protection
WV014
0
None 0.6 ac Relocated AFO
winter feed pad -
40x100 concrete.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For .324 (ac):
Activity Per Unit Total
Project Management Plan 72
Design $1,532.3978 $497.00
Installation $809.7285 $263.00
Checkout $779.1142 $253.00
Unit cost per (ac) $3,121.2405 $1,013.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
590 - Nutrient
Management
WV019
8
None 100 ac Develop nutrient
management plan as
part of a waste
utilization plan.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 23 (ac):
23
Project Management Plan 73
Activity Per Unit Total
Design $4.4966 $104.00
Installation $10.2230 $236.00
Checkout $3.6056 $83.00
Unit cost per (ac) $18.3252 $423.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
606 -
Subsurface
Drain
WV014
5
None 400 ft Drainage around a
winter feeding area.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 400 (ft):
Activity Per Unit Total
Design $1.2824 $513.00
Project Management Plan 74
Installation $0.7074 $283.00
Checkout $2.0889 $836.00
Unit cost per (ft) $4.0787 $1,632.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
614 - Watering
Facility
WV013
7
None 1 no Concrete precast
trough.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 1 (no):
Activity Per Unit Total
Design $190.2434 $191.00
Installation $70.7441 $71.00
Checkout $80.1766 $81.00
Unit cost per (no) $341.1641 $343.00
Project Management Plan 75
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
620 -
Underground
Outlet
WV015
9
None 400 ft Tile outlet from a
diversion ditch to a
stable outlet.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 400 (ft):
Activity Per Unit Total
Design $2.3351 $935.00
Installation $0.7664 $307.00
Checkout $0.8297 $332.00
Unit cost per (ft) $3.9312 $1,574.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
Project Management Plan 76
633 - Waste
Recycling
WV019
9
None 50 ac Develop waste
utilization plan as part
of a waste
management system.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 23 (ac):
Activity Per Unit Total
Design $8.0181 $185.00
Installation $7.0430 $162.00
Checkout $4.6267 $107.00
Unit cost per (ac) $19.6878 $454.00
5. Select Specific Practice:
Selec
t
Practice Practid Anima
l
Type
Typical
Numbe
r
of Units
Unit
s
Description
642 -
Water
Well
WV014
9
None 1 no Provide livestock water
where no pond sites or
permanent springs are
Project Management Plan 77
present.
6. Enter the number of units for this contract:
Technical Service Provider Application Costs For 1 (no):
Activity Per Unit Total
Design $290.2714 $291.00
Installation $101.4304 $102.00
Checkout $141.8311 $142.00
Unit cost per (no) $533.5329 $535.00
Appendix B
Constraints Process Payments for Footage/space Amount
633 - Waste Recycling Project
Management
Project
Management
Team
$107.00
642 - Water Well Running water
into barn
Plumbing and
Equipment
Operator
1 unit $535.00
620 - Underground
Outlet
Grading and
Masonry
Equipment
Operator and
Masonry
200 $1,574.00
466 - Land Smoothing Grading Equipment 2 acre $615.00
Project Management Plan 78
Operator
590 - Nutrient
Management
Grading Equipment
Operator
23 acre $423.00
606 - Subsurface
Drain
Grading Equipment
Operator
200 $1,632.00
516 - Livestock
Pipeline
Running water
into barn
Plumber 200 $304.00
561 - Heavy Use Area
Protection
Concrete pad Masonry 36 x 36 $1,013.00
614 - Watering
Facility
Running water
into barn
Plumber and
Masonry
1 precast trough $343.00
558 - Roof Runoff
Structure
Barn Graber Post
Barns
1300 $452.00
380 -
Windbreak/Shelterbel
t Establishment
Barn Graber Post
Barns
1000 $387.00
i We may be able to save money in the area of equipment operation through accurate scheduling in order to prevent the operator from having idle time. He is currently scheduled for 50 hours. Some of the I-beams may be included in the price of the barn kit because they would be for the stalls, so this may be another area we can reduce expenses. Finally, we may only need three steel gate partitions, which may reduce the cost further. These things will not be known until the build and should be kept in the budget in the interim.