MGMT4140 Course Syllabus
Spring 2012
Course Instructor: Jim Marlatt - For this course I will act
like an executive providing you with expectations and
resources you must use to organize and complete your work.
Office: S450G
Class: Koelbel 300 Tuesdays and Thursdays from 12:30 to
1:45
Cell Phone: 720-933-5541 (Don’t be afraid to call with
questions 7 days a week anytime between 9 am and 7 pm)
Office Hours: Tuesdays and Thursdays from 10am to 11am and
2:00pm to 3:00pm or by appointment
Course Summary
This project management course integrates many concepts
and theories from your undergraduate course work into an
applied project experience with a real company. Students
are given a problem and then plan, execute and deliver a
solution. This course requires extensive use of problem
solving, research and communications.
Learning Objectives
Upon completion of this course, students will demonstrate
how to:
 Identify the root cause(s) of a problem that, when
solved, improves the organization’s performance,
 Ask the right questions to discover accurate and
useful information,
 Define measurable project objectives,
 Identify and negotiate project scope that can be
accomplished during a semester-long project,
 Conduct company and industry research to help identify
and support your recommendations,
 Organize and manage your team,
 Identify and manage project milestones,
 Write professional-quality deliverables,
 Use graphs and tables to present information,
 Make effective presentations to groups,
 Provide constructive feedback.
 Incorporate feedback into project deliverables
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Class Authority
Jim
 Determines the grade you earned in the class,
 Calls on you for input during class and provides
feedback (in addition to your grades) on your work,
 Provides a different project grade for an individual
student than their team receives if appropriate.
Students
 Determine how to communicate with your team, client
and Hitachi mentor,
 Provide constructive and timely feedback to Jim,
team members, Hitachi mentor and your client,
 Fire a teammate who is not contributing as agreed,
 Determine how to allocate work within your team,
 Perform the work as agreed.
Assignments Are Due at the Beginning of Class – No late
assignments will be accepted
 Quizzes – (January 24th, February 14th and March 6th) 15%
 First Deliverable (February 23rd) 20%
 Interim Peer Evaluation (March 8th) 5%
 Draft Presentations (April 17th and April 19th) 10%
 Final Deliverable,(Due at the beginning of the final exam
period) 30%
 Final Presentations at Your Client (TBD) 20%
First Deliverable (20%)
 Cover Page (with contact info for team members, client
and Hitachi mentor - name, e-mail, cell phone #),
 Table of Contents (note changes to the class outline
based on client standards and procedures),
 Executive Summary,
 Industry/Company Background and KPIs,
 Project Purpose Breakdown,
 Project Charter,
 Breaking Assumptions,
 Roles and Responsibilities,
 Communications Plan,
 Work Breakdown Structure,
 Project Schedule and Key Milestones,
 Risk Management Plan,
 Supporting Research,
 Final Deliverable Outline.
2
Draft Presentation (Documentation due within 48 hours of
your draft presentation) (10%)
 Cover Page (with contact info for team members and
client - name, e-mail, cell phone #),
 Presentation Table of Contents,
 Presentation Audience and Purpose,
 Presentation Slides,
 Work Done to Prepare for Draft Presentation,
 Lessons Learned from Draft Presentation.
Final Deliverable (30%) and Final Presentation (20%)
 Cover Page (with contact info for team members and
client - name, e-mail, cell phone #),
 Table of Contents,
 Executive Summary,
 Final Deliverable Based on Final Deliverable Outline,
 Final Presentation,
 Meeting Notes,
 Status Reports,
 Graded First Deliverable and Summary of Changes Made
to the Project Plan Since the First Deliverable,
 Hard and Soft Copies (in SharePoint) of all
Deliverable and Presentation Files.
All of this should be bound in a three ring binder or
spiral bound notebook
Class Schedule and Reading Assignments - All assignments
are to be completed prior to the week assigned (except for
week 1).
Week





of January 17th
Review the course syllabus and class expectations,
Read Managing Client Projects – Chapters 1 to 6,
Sign and return the business meeting code of conduct,
Review and discuss reading assignments,
Review project opportunities to determine student
interest,
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Week of January 24th

Prepare for the project fair by reviewing project
charters and identifying questions to ask company
representatives,

Review and discuss Peer Evaluation,

Quiz 1 - 5% (1/24) – covers all assigned reading
materials/class discussions up through today.
***Project Fair – Thursday, January 26th, 12:30 to 1:30
in the Koelbel Atrium. You will choose your client
and commit to their project at some point during the
fair***
Week of January 31st

Explain how your client makes money (and loses money),
including how your project can help them achieve their
business objectives,

Obtain any client templates/procedures for project
management and project deliverables,

Review and update your project purpose and project
charter, identify and break assumptions,

Identify any changes to the class deliverable outlines
based on client standards and procedures,

Determine weekly meeting schedules with your team,
client and Hitachi mentor.
Week





of February 7th
Read Managing Client Projects– Chapter 7a, 7b, and 7d,
Develop a work breakdown structure,
Develop project team roles and responsibilities,
Develop a project schedule,
Research and be prepared to discuss at least 5
examples of other organizations that dealt with a
similar problem as your client.
Week




of February 14th
Read Managing Client Projects – Chapter 7e and 7f,
Develop a communications plan,
Develop a risk management plan
Quiz – 5% (2/14) covers all assigned reading
materials/class discussions up through today.
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Week of February 21st

First deliverable due on February 23rd (20%). Provide
a hard and soft copy to Jim and to your client.
Provide a soft copy to your Hitachi mentor.
Week of February 28th

Read Managing Client Projects – Chapters 7c and 8,

Develop a cost estimate (Get and use your client’s
cost estimate template)

Develop project meeting notes,

Develop a status report,

Develop a change management procedure and get client
sign-off,

Develop a quality assurance plan.
Week



of March 6th
First deliverable returned with feedback,
Update your first deliverable,
Interim Peer Evaluation Due in class (3/8).
Week of March 13th

Quiz – 5% (3/15) covers all assigned reading
materials/class discussions up through today,

Business writing skills.
Week





of March 20th (No class on 3/22)
Read chapters 1 to 11 of The Seven Slide Solution,
Develop your story,
Presentation skills,
Pepsi Final Presentation Example
Bountiful Conservation Presentation
Week of March 27th

Spring break – have fun and be safe!
Week



of April 3rd
Read chapters 12 to 26 of The Seven Slide Solution,
Continue developing your story,
Presentation skills, cont. 7 Slide Solution Deck
Week of April 10th

Project work.
5
Week of April 17th

Draft presentations (10%).
Week of April 24th

Lessons Learned
Week of May 1st

Course wrap-up.
Final Exam Week – Presentations at Your Client’s Offices
(TBD) Final client presentations and final deliverables
due.
Reading Materials:
1. THE SEVEN SLIDE SOLUTION, Kelly, Paul, Silvermine
Press, 2005 – ISBN: 1-4196-2003-7
2. Managing Client Projects
3. Group Projects Student Guide
4. Written Project Grading Criteria
5. Presentation Evaluation Form
6. Peer Evaluation
7. Hitachi Mentoring Background Information
8. Business Writing Deck
9. Work Breakdown Structure Training
Student Access to Qualtrics (on-line survey tool)
The following are instructions for students to sign up for
their own Qualtrics accounts:
1. Go to http://www.qualtrics.com
2. Click the ‘Free Account’ button on the right side of
the middle section of the page.
3. Enter your email address (this MUST be your
@colorado.edu email address). Create a password.
Click ‘Get Started’.
4. You can enter your first name, last name and phone
number, but these fields are optional. Then, select
‘Finish’.
5. Where it says ‘I Have An Access Code’, enter:
LeedsSpring12. Click ‘Go’.
6. You will receive an email to verify your email
address. Click on the link in the email and you
should be able to log into Qualtrics.
Please note that student accounts will EXPIRE at the end of
the semester.
6
In order to have a chance to get a B or higher in this course, you
must do the following (this is the minimum standard):
Complete all work assigned to you by the team no later than its due
date. Your team will establish a schedule early in the semester and
will manage this through the performance review process.
Do not miss, be late to or leave class or your group project meetings
early more than four times during the semester.
Provide a hard copy of all project files to your client and professor
for each of the two deliverables on the same day they are due in
class.
Maintain your SharePoint site where all files are stored and updated
on a weekly basis during the semester that your client, mentor and
all team members can access.
Document sources of information in your deliverables such that they
would be easy to find for a reader without assistance from the team.
Meet with your client at least once every other week.
Make any information requests of your client and other stakeholders
at least three business days in advance.
Respond to your client, mentor, professor or peer requests within
three business days.
Agree on project deliverables, milestones and roles &
responsibilities of your team and your client no later than the end
of the sixth week of the semester. This will be documented in your
first deliverable.
Provide dates and locations to your client for all meetings,
mentoring session and draft/final project presentations at the
beginning of the semester. Also provide them with reminders three
days in advance and agendas for each meeting.
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Complete all work assigned to you such that your teammates, client
and/or instructor do not have to do much (this means only a few minor
changes) rework to make sure it is presentable as of its due date
(spelling, grammar, ease of understanding, logical, consistent with
project objectives and scope, consistent across all sections, well
supported, complete, etc.). It is recommended that you provide
drafts to people on the team, your mentor and/or others in advance of
the due date for feedback so your work is accurate and complete.
Break the project into smaller, more manageable pieces with interim
milestones.
Develop a project risk assessment in enough detail that team progress
isn’t adversely affected by some unidentified risk during the
semester.
Adhere to documentation standards set by the project team, client and
professor.
Communicate any project issues within 24 hours to your teammates,
your Hitachi mentor, your professor and your client as appropriate.
Identify and document ten sources of relevant/credible information
(research, people, etc.) that the team uses to complete the project.
These must be included and referenced in your deliverables.
Provide and document credible support for recommendations made during
the project.
Identify additional work that needs to be done to achieve the project
objectives early enough to allow for this work to be completed.
Take on additional work as the need arises without waiting for your
team member(s) to delegate work to you. Make sure you communicate
what you are doing in advance if this is different than your roles
and responsibilities on the project (likely would be if you are
taking on additional work) so you don’t duplicate someone else’s
work.
Work with team/client to make sure that project activities are fairly
distributed.
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Obtain the authority/information you need from your client to keep
the project moving forward.
At least one recommendation must be used by the client in their
business during the semester and this must be documented in your
deliverable.
Actively participate in implementing your recommendations at the
client.
Proactively identify areas that the team can improve throughout the
semester and help implement these changes.
Manage changes to scope during the project by identifying if the new
work is required based on the agreed project objectives.
Get/keep client’s interest such that they are responding to your
requests within three business days.
Manage changes to project objectives. It is understandable that
these might change early in the semester as you are becoming familiar
with the client and project. These changes must be minimized/nonexistent after the mid-way point of the semester. All changes must
be justified and documented using an agreed upon change management
process.
Get agreement from the client that the work performed by your team
was as good as or better than expected and that they will be willing
to work with future teams of students from Leeds.
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CU POLICIES AND RULES OF CONDUCT
If you qualify for accommodations because of a disability, please
submit to me a letter from Disability Services in a timely manner so
that your needs can be addressed. Disability Services determines
accommodations based on documented disabilities. Contact: 303-4928671, Center for Community N200, and
http://www.colorado.edu/disabilityservices.
If you have a temporary medical condition or injury, see guidelines
at
http://www.colorado.edu/disabilityservices/go.cgi?select=temporary.ht
ml
Campus policy regarding religious observances requires that faculty
make every effort to deal reasonably and fairly with all students
who, because of religious obligations, have conflicts with scheduled
exams, assignments or required attendance. In this class, you must
make me aware of the dates you will miss class due to religious
observation no later than the end of the first week of class. At
this time, we will determine how to handle any missed assignments or
exams. See full details at
http://www.colorado.edu/policies/fac_relig.html
Students and faculty each have responsibility for maintaining an
appropriate learning environment. Those who fail to adhere to such
behavioral standards may be subject to discipline. Professional
courtesy and sensitivity are especially important with respect to
individuals and topics dealing with differences of race, color,
culture, religion, creed, politics, veteran's status, sexual
orientation, gender, gender identity and gender expression, age,
disability, and nationalities. Class rosters are provided to the
instructor with the student's legal name. I will gladly honor your
request to address you by an alternate name or gender pronoun. Please
advise me of this preference early in the semester so that I may make
appropriate changes to my records. See policies at
http://www.colorado.edu/policies/classbehavior.html and at
http://www.colorado.edu/studentaffairs/judicialaffairs/code.html#stud
ent_code
The University of Colorado at Boulder Discrimination and Harassment
Policy and Procedures, the University of Colorado Sexual Harassment
Policy and Procedures, and the University of Colorado Conflict of
Interest in Cases of Amorous Relationships policy apply to all
students, staff, and faculty. Any student, staff, or faculty member
who believes s/he has been the subject of sexual harassment or
discrimination or harassment based upon race, color, national origin,
sex, age, disability, creed, religion, sexual orientation, or veteran
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status should contact the Office of Discrimination and Harassment
(ODH) at 303-492-2127 or the Office of Student Conduct (OSC) at 303492-5550. Information about the ODH, the above referenced policies,
and the campus resources available to assist individuals regarding
discrimination or harassment can be obtained at
http://www.colorado.edu/odh
All students of the University of Colorado at Boulder are responsible
for knowing and adhering to the academic integrity policy of this
institution. Violations of this policy may include: cheating,
plagiarism, aid of academic dishonesty, fabrication, lying, bribery,
and threatening behavior. All incidents of academic misconduct shall
be reported to the Honor Code Council (honor@colorado.edu; 303-7352273). Students who are found to be in violation of the academic
integrity policy will be subject to both academic sanctions from the
faculty member and non-academic sanctions (including but not limited
to university probation, suspension, or expulsion). Other information
on the Honor Code can be found at
http://www.colorado.edu/policies/honor.html and at
http://www.colorado.edu/academics/honorcode/
Maximum Section GPA Policy. The faculty of the Leeds School has
recently mandated the following maximum grade point average (GPA) for
each Leeds course section taught, where
A=4.0, A- =3.7, B+=3.3, B=3.0, B- =2.7, C+=2.4, C=2.0, C- =1.7,
D+=1.3, D=1.0, D- =0.7, F=0.0.
Course Level
4000
15% of class at
least a C+ or below
Maximum Section
GPA
3.2
No more than 35% of
class A- or above
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BUSINESS MEETING CODE OF CONDUCT
(Source Professor Robert Donchez with changes made by Jim Marlatt)
1.
You will be in class and to project meetings (these
are known as business meetings) on time, as scheduled and
prepared to participate.
Prepared means you have done the
readings, identified other relevant information on your
own, prepared your assigned work and identified and
completed other work that will help the team do a great job
during business meetings.
2.
You will complete and submit your assignments on time.
4.
Working on anything that is not related to the
topic(s) being discussed during business meetings is
unprofessional and will not be tolerated.
5.
Turn off your cell phone and any other distractions
during business meetings.
6.
No sleeping will be tolerated during business
meetings.
7.
You are allowed four absences/early departures/late
arrivals (in total) during the semester from business
meetings.
8.
Inappropriate use of other’s work is an honor code
violation and will result in disciplinary action.
9.
Refer to people (instructor, peers, clients) using
their proper names.
For example you can refer to me as
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Jim, Professor Marlatt, or Mr. Marlatt; you choose the one
you are most comfortable using.
refer to me as Marlatt, etc.
It is not acceptable to
Ask your teammates, client
and Hitachi Mentor how they would like to be addressed and
refer to them in this way.
10.
I am happy to meet with you outside of office hours.
If you make an appointment with me and are late or miss it,
I will not schedule future appointments with you.
You will
have to meet with me during office hours after that.
E-MAIL - TELEPHONE CONDUCT
1.
I check e-mail regularly and also answer my cell phone
7 days a week.
I respond to e-mails within 72 hours.
If
you haven’t heard from me by then, don’t hesitate to
follow-up with me.
hours.
I respond to voicemails within 24
If your question is urgent, it is better to call me
on my cell phone (720-933-5541).
2.
E-mail Requirements:
a. Subject line
b. Opening / salutation
c. Request for action: specifics
d. Contact info including phone & course
e. Closing
3.
Voicemail Requirements:
a. Your name and course
b. Day/time called
c. Request for action: specifics
d. Contact info including phone # and times to call
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Signature Page
Please complete and return to Jim Marlatt no later than the
second class period of the semester.
Students are to adhere to the honor code throughout the
semester.
The code states: "On my honor, as a University
of Colorado student, I have neither given nor received
unauthorized assistance on this work."
I have read, heard, and understand the course syllabus and
business meeting code of conduct.
I understand that the
syllabus and business meeting code of conduct is an
agreement made between Professor Marlatt and me (a student
in his class).
Not adhering to this agreement will
negatively impact my grade.
Professor Marlatt will make
this determination at the end of the semester when
calculating final course grades.
Name (printed):_________________________
Signature:______________________________
Student ID:_____________________________
Course:__________
Date:____________
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Class Projects:
Warren Miller Entertainment
Project Outline for University of Colorado Leeds
School of Business
Project Purpose:
The Warren Miller Entertainment Film Tour is one of the
largest, most successful, action-sports film tours today
reaching 85 U.S. cities and a passionate audience of
300,000 extremely dedicated snowsport enthusiasts. The
purpose of this project is to analyze the past ticket sales
results of the film tour to determine the optimum ticket
pricing strategy to drive higher ticket sales revenue for
the upcoming 2012 Tour.
History:
Film tour ticket sales have been in decline over the past
couple of years, and this could be related to any number of
factors such as poor economy, ticket prices, value
proposition, marketing, timing, weather, etc. This project
will mainly focus on the pricing of tickets across the
country, but will also touch on the value proposition and
marketing of the tour. Currently, ticket prices are set in
an ad-hoc manner (with numerous discount options) without a
full analysis of the marketplace, and the hypothesis is
that this has led to either lower ticket sales due to
outpricing the market and/or lower gross revenue due to
underpricing the market.
Project Objectives:



Analyze data from past 3 years for ticket sales, ticket pricing, discounting, coupon,
marketing advertising buys, etc.
Determine what critical factors drive ticket sales, and how those factors vary by market
Develop optimum ticket pricing strategy, including discounting, for 2012 tour based on
critical factor analysis
Project Scope:
The scope of this project includes all available tour and
ticket sales information that relates to the operation of
the US tour, including:




Ticket sales data by market
Ticket pricing data by market, including discounting
Advertising buy information by market
Coupon availability by market
Deliverables:
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



Presentation on historical ticket revenue performance
Presentation on critical factors that drive ticket revenue
Proposed model for setting ticket prices and discounts
Working model of ticket prices and discounts for 2012 tour
Project Approach:




Data collection, including
o Hard data on ticket pricing and discounting and ticket sales for all 85 markets
o Hard data on advertising spend for all 85 markets
o Information on coupon offers available for all 85 markets
o Interviews with key Warren Miller employees to research past ticket price
setting methodologies
o Online research on ticket price and ticket sales trends in the entertainment
industry
Data analysis, including
o Quantifying the value of the coupon offers for all 85 markets
o Statistical analysis of pricing, discounting, sales, coupon value, advertising spend
to determine critical factors
o Assimilation of anecdotal evidence from interviews into statistical analysis
Model creation
o Utilize outputs of data collection and analysis to develop the optimal model for
ticket pricing and discounting moving forward
Model utilization
o Apply the model to the 2012 tour using budgeted/expected values (coupon
value, advertising spend, etc.) to set pricing and discounting across all 85
markets
Critical Milestones and Event Dates:




Milestone #1 (end of week #2):
based on data collection
Milestone #2 (end of week #4):
based on data analysis
Milestone #3 (end of week #6):
Milestone #4 (end of week #8):
tour
Presentation on historical ticket revenue performance
Presentation on critical factors that drive ticket revenue
Proposed model for setting ticket prices and discounts
Working model of ticket prices and discounts for 2012
Roles & Responsibilities:


Student teams
o Perform all tasks listed above
Company
o Manage weekly check-in meetings with student teams
o Provide students with all available data
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o
o
Track down additional data/information as requested by students
Attend/provide feedback for each milestone deliverable
Gates Corporation
Project Outline for Intercompany Transaction Processing
Project Purpose
Develop recommendations to improve intercompany transaction processing
activities through process standardization, simplification, automation,
and accounting department organization structure change. Improvements
are expected to reduce operating costs through increased process
effectiveness across legal entities domestically as well as
internationally. The project will include developing improvement
recommendations with supporting cost benefit analyses after a detailed
evaluation of: manufacturing plant processes; distribution center
processes; financial accounting systems; warehouse management systems;
purchase order processes; payment terms and conditions; tax impacts
from transfer pricing requirements; and differentiation of processes
between intercompany transactions and third party transactions.
Students will interact with Gates management and employees in various
operational areas giving the students exposure to how a business is run
in addition to how transaction processing works.
History
Gates Corporation (the Company) is a multinational organization that
manufacturers numerous products for automotive and industrial use, with
global manufacturing and distribution locations. At the location
level, operating results treat intercompany transactions similar to
third party transactions for sales and manufacturing credit.
Discrepancies between quantity shipped and quantity received, units of
measure invoiced versus unit of measure ordered, and price invoiced
versus order price result in significant costs associated with
processing internal transactions. Non-standardized processes and
informal exception processing guidelines result in less than optimal
transaction processing.
Project Objectives
For selected international manufacturing plants, distribution centers,
and payable/receivable processing locations:
 Document existing transaction processes and procedures including
areas such as:
o Shipping
o Invoicing creation and method of sending invoices to
customers (fax, EM, EDI, paper, etc.)
o Product sales pricing (seller side sales price validation)
o Product order pricing (buyer side order price validation).
o Receiving
o Identifying and resolving product, unit of measure and
quantity discrepancies.
o Recording transactions in the general ledger and subsidiary
ledgers.
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o


Purchase order terms and conditions compared to sales terms
and conditions
o Payment processes in local and foreign currency including
method of payment
o Identifying automated versus manual processes,
identification of automated systems utilized in the
processes, process differences for transactions within the
same legal entity and transactions between legal entities
within the Companies legal structure.
Evaluate existing processes and areas for process improvements
Develop recommendations to reduce operating costs and increase
efficiencies. Recommendations should demonstrate consideration
for items such as:
o Regional standardization to the greatest extent possible.
o Maximization of automated transaction processing
o Establishment of business rules to minimize time spent on
discrepancy resolution
o Cost benefit analysis supporting recommendations
o Statutory and legal entity compliance
o Tax impacts for items such as transfer pricing
Project Scope
The primary focus will be limited geographically to North America (US,
Canada and Mexico) transaction processing. From a systems perspective,
the focus will primarily focus on transactions into and out of the
Oracle general ledger, accounts receivable and payable systems as well
as related purchasing and warehouse management systems. The impacts of
financial and distribution systems used in European and Asian affiliate
locations will also be observed. Regarding transaction settlement
processes, the focus will be on Oracle accounts payable payment
functionality in local currencies and foreign currency payments through
the in house banking system.
Deliverables
Process flow charts, written narratives and other documentation of
existing processes will be the initial deliverables The final
deliverable will a written presentation on recommendations for
improvements which will include the following sections: an executive
summary of findings; summary recommendations with support; detailed
analysis supporting findings and recommendations; development of “next
steps” with recommendations prioritized, implementation resources
identified, and an estimated implementation timetable. Reasonable
quantification of all recommendations is expected (costs and benefits).
Project Approach
The project approach is anticipated to be:
1. Develop a high level understanding of the existing transaction
process environment including where transactions are processed,
systems utilized and organization structure. This understanding
will be obtained through various meetings and interviews with
management owners at the corporate level
2. Draft documentation of the current processes and operating
systems
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3. Review draft with project sponsor
4. Validate high level understanding and refine draft process
documentation through detailed process reviews.
5. Revise initial draft process and operating system documentation
based on results of detailed process reviews.
6. Present initial documentation on existing processes and operating
systems to corporate management and plant owners to get sign off
on accuracy of current state processes.
7. Students will collaborate amongst themselves to identify areas
for improvement and places to focus their remaining project time
and develop a report to the project sponsor on where they
recommend focusing their attention and why. Students will review
the report with the project sponsor and get agreement on where to
focus attentions and to limit scope to ensure completion of the
project within the semester.
8. Based on the agreed upon focus areas, students will evaluate
alternative solutions to identified problems. Students will work
with the project sponsor, current process owners and IT staff to
develop recommendations with supporting analysis.
9. Draft recommendations will be reviewed with impacted corporate
management and plant owners and revised as necessary.
10.
Students will present their recommendations to finance,
operations, distribution and commercial executive management.
11.
In addition to the ten steps above, students and the
project sponsor will meet weekly to discuss progress, issues,
roadblocks, issues and anything else impacting progress and the
project timetable.
Critical Milestones and Event Dates
For step1 – 10 above (exact dates to be finalized when students and
Leeds completion dates are identified)
1. Three - four weeks
2. One week
3. 2 – 3 days
4. Three – four weeks
5. One week
6. 2 – 3 days
7. One week
8. Three – four weeks
9. One week
10.
2 – days
Some of the steps and timeframes noted above overlap each other and
some steps will be in process simultaneously.
Roles & Responsibilities
o
Students:
o Identification of issues and bringing them to the
attention of the project sponsor
o Meeting project plan due dates
o Act professionally and respect time demands of Gates
employees
o Work internationally with various accounting, IT, finance,
treasury and manufacturing and distribution personnel. Not
all locations are in the Mountain Time zone and students
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o
will need to be available for meetings during business
hours of Gates locations in US, Canada and Mexico and
occasionally Asia and Europe locations.
Company:
o Provide a project sponsor(s) available throughout the
semester to provide appropriate guidance.
o Provide access to e-mail, Microsoft office and other tools
necessary to complete the project.
o Ensure Company process owners are available to meet with
students during the semester to meet deadlines.
Quality Considerations
Work product and documentation should demonstrate a high level of
diligence, organization and overall quality. The project sponsor will
work with students on deliverable quality.
Assumptions
o
o
o
o
Students are available during Gates business hours
Students have a basic knowledge of excel, word, power point and
process work flow software
No travel will be required for students
Students will work out of the Gates Corporate office in Denver
First Western Financial Inc.
Contact Name:
Nicholas Kobayashi
E-mail:
nkobayashi@fwtb.com
Telephone Number:
303-634-2720
Website:
www.fwtb.com
Please tell us about your project:
HRIS Utilization: We currently use ADP for our human
resources information systems and would like to make sure
that we are using the systems to their maximum potential.
The objective of this project is to increase the efficiency
of our ADP systems through an evaluation of our current
utilization. We currently use the Human Resources/Benefits,
ezLabor Manager, and PayEx modules.
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CU Book Store
Contact Name:
Brian Groves
E-mail:
brian.groves@colorado.edu
Telephone Number:
303-492-5349
Website:
http://www.cubookstore.com
Please tell us about your project:
We'd like the students to define their ideal college
store.
Select all categories that your project may touch:
Accounting
Economic
Ethics/Social Responsibility
Finance
Management
Marketing
Sustainability
Select all activities that your project may involve:
Business Plan
Feasibility Study
Survey
What timeline best describes your needs for a project
deliverable?
We would like the students to present their findings at
our LSG (Large Store Group) conference on 4/19 or 4/20 at
the St. Julien Hotel.
Pepsi Beverages – Raw Materials Tracking Project
Pepsi Beverages – Air Conditioners Replacement Project
Herbst Academic Center – Marketing the student athlete to
faculty. This project was started last semester by Kris
Livingston and Connor Wood (CU quarterback). This spring
semester there is a planned activity for every football
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player to invite a faculty member to a closed practice and
dinner afterwards catered by Pasta Jays. Additional
activities need to be identified and student-athlete
profiles created as part of the marketing (sales) campaign
to engage faculty with Herbst.
Leeds Information Management (IM) - Information Management
Advisory Project: There is a desire to create an advisory
board of senior Information Management professionals who
will advise IM faculty on curriculum, provide projects for
our students to work on, hire our students as interns and
for full-time employment, help fund programs like SAP, etc.
Currently Conoco Phillips, Accenture, Johns Manville and
Pepsi Beverages executives have made verbal commitments to
participate. The roles and responsibilities of this group
need to be further clarified, additional members
identified, research done on what other schools are doing
in this area (in particular around jobs for students and
fundraising).
Leeds Mobile Apps Competition Project – The new Dean of
Leeds would like to use mobile technology to help create
better connections with our student body, alumni, faculty
and other stakeholders. A competition will be held to get
input from students regarding the types of things they are
most interested in us providing. This is a continuation of
a project from fall semester and several students from that
team will be working with this semester’s team on the
project.
Vail Resorts SharePoint Pilot within the Marketing
Department
Pepsi Beverages Company – Process Modeling
Project Outline – 2 teams of 4, one for
inbound logistics and one for outbound
logistics
Project Purpose
The intention of this project is to scrutinize the current inbound and
outbound flow of raw materials at the Denver, Colorado production,
warehouse and distribution center. The project team will perform
process modeling to understand and transform business processes through
business modeling, simulation, analysis and collaborations of
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capabilities to determine the most cost effective means to receiving
handle and move of material and system flows within the current
building and property confinements.
History
The Denver PBC warehouse and distribution center is located on 34.5
acres of property. Build size is about 624 thousand square feet
consists of many different building constructions utilizing common wall
infrastructure. The manufacturing plant will produce in excess of 40
million cases annually. The warehouse will receive another 20 million
cases and distribution will consist of over 60 million cases. All soft
drink beverages will be distributed by route and semi trucks to stores,
vendors, and warehouse locations.
Currently raw materials are
received through a variety of garage doors and loading docks working in
conjunction with the warehouse not to disrupt product distribution
flow.
Project Objectives
Develop Process Flow Model
-
-
Use current technology to build a process flow map of raw
materials with infusion into Warehouse and Production flows.
Provide best-in-class modeling, simulation and analysis
Enhance continuous process improvement efforts
Improve communication through enhanced design features
Enhanced integration capabilities
Accelerating time-to-value with pre-built assets
Develop critical strategy, economic, and action plans
-
Identify Economic Justification
Determine associated costs
Identify projected saving
Present final recommendations to management
Project Scope
In-Scope
The Scope of the project is to understand and transform business
processes through business modeling, simulation, analysis, and
collaboration capabilities to find the best overall solution that meets
the project objectives.
- Inventory Analysis
- Just-In-Time Deliveries
- Storage verses production flexibility
- Head Count reduction / sharing
- Step by step approach
- Economic Justification / Strategic Rationale / Risks /
Out of scope
- Making promises or to vendors that they will have our
business
- Implementation of project deliverable
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Deliverables
Project Deliverables include the following:
- Deliver a solution that would give an accurate model of material
flows current and future
- Deliver an ROI for any and all solutions
- Deliver a comparison new flow and efficiencies versus the
efficiencies old process
- Deliver a fully developed solution to PBC management.
Project Approach
Project Approach will include, but may not be limited to the following
actions.
- Meet with Client to plan logistics of team meetings (Frequency,
Time, Place, Leaders, etc…)
- Review Business criteria
- Review any relevant documentation relating to process modeling
- Perform facility walk to familiarize team with current processes
and system controls
- Research process modeling tools
- Begin Process modeling
- Perform research and brainstorming sessions
- Develop and finalize synopsizes
- Present Results
- Package results and feedback for presentations
Critical Milestones and Event Dates
January/ February
-
Review raw material needs
Review building layout to include current processes garage doors
and loading docks
Research Process Modeling Options
Hold Brain storming session with PBC (or outside consultants) if
needed
Develop process flow modeling (Current Process)
March
-
Compile results of brainstorming
Develop and executional planner for project
Developing process flow modeling of proposed processes
Identify areas of savings
Identify benefits of each option (Success Factors)
Identify Risks
April
-
Continue on process modeling profiling
Provide Economic Justification/ Key Risk Factors
Summarize Business Impact
Prepare First Draft
May
-
Finalize Process Modeling
Present results
Compile Results
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Celebrate wins as they occur
Quality Considerations
Quality Considerations for this project are limited to maintaining the
high quality of all products produced as well as maintaining and
abiding by all Food Safety laws and regulations. This project does
include a change in current manufacturing material flow process
therefore a risk analysis is recommended with final deliverable.
Roles and Responsibilities
Students
Develop process modeling and
approach consistent with PBC’s
goals of being the low cost
producer with superior quality.
Pepsi
Agree on action plans and goals
 Leonard Chavez (Project
Manager)
 Derek Flanagan
 Dan Frauenfelder
Establish executional planner and
track progress
Ensure executional planner tracks
progress
 Leonard Chavez (Project
Manager)
 Derek Flanagan
 Dan Frauenfelder
Agree with or realignment with
goals and opportunities
 Leonard Chavez (Project
Manager)
 Derek Flanagan
 Dan Frauenfelder
Establish goals for optimization
of process modeling and
prioritizing potential
opportunities
Present final process model to
Operations Management Staff
Gain alignment to reach material
process goals
Operations Management Staff
 Tyrone Sapenter (VP Mfg. West
BU)
 Matt McLaughlin (Plant
Director)
 Bob Dunst ( PAM Days)
 Derek Flanagan (PAM Off
shift)
 Katie Ojennes (Production
Manager)
 Dan Frauenfelder (Process
Compliance Mgr.)
Other managers affected by
changes
Assumptions
Project assumptions are as follows
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-
-
-
Project team shall have reasonable access to project related
facility locations as requested, provided sufficient notification
of the student visit is given
Some measurement devices needed for project success are currently
in place; others may need to be implemented for accurately
process measurement
Current process will be shared with the student team
The project team will designate one point of contact for PBC
A status meeting will occur every week, in person or on in
conference call
Project team will perform due diligence to complete all tasks to
develop a working proposal
Pepsi Beverages Company – Heating Cooling
Systems
Project Outline
Project Purpose
The intention of this project is to build the strategic rationale
around replacing the office HVAC units in the Denver facility. The
Project will perform research to find the best technology, and most
energy efficient methods of cooling and heating based on regional
climates. The HVAC design will look at the interrelationship of
building systems, (building automation) while addressing energy
consumption, indoor air quality, green technology and environmental
benefits. Final synopsis will review which HVAC equipment manufacture
is best suited and recommended to purchase the equipment from base on
key economic justification, risk factors, performance guarantees and
pricing.
History
Existing HVAC equipment over the office was installed in 1970’s and has
seen several modifications and upgrades over the years including
compressor replacements. The facility utility resource conservation
goal for 2011 is 5% reduction from prior year. Electricity is the
largest buck with an annual 2011 consumption of over 18.9 million
kilowatt hours used. Five percent electricity savings at current rate
of $0.7222 kw/hr equates to a $32,215 savings. 2012 operating plan was
built around a minimum of achieving this savings.
Project Objectives
Develop the KPIs to
- Differentiate between building cooling and heating technologies
- Differentiate between building control systems
- Formulate overall sustainability saving (Green House Gas, Carbon
foot print. Etc…)
- Determine which overall HVAC is system is best for PBC based on
KPI’s, sustainability Impact, and economic Justification
26
Develop critical strategy, economic, and action plans to reduce
electrical consumption to meet and/or exceed electrical conservation
hurdle
- Identify Economic Justification
- Determine conservation rebate programs
- Develop a solution that has an ROI with greatest payback
- Identify projected saving between cooling/heating systems
- Present final recommendations to management
Project Scope
In-Scope
The Scope of the project is to find the best overall solution that
meets the project objectives and reduce electrical consumption.
Individuals taking on this project will utilize the resources available
to understand cooling and heating technology in order to make the best
sound business decision based on learning’s and associated projected
costs with each solution.
- Work with Vendors to receive competitive bids for all equipment
and building automation systems
- Work with Vendors, Suppliers and consultants to gain an
understanding of HVAC equipment efficiencies and automated
building control technologies
- Ensure that all possible solutions take into account cost, energy
efficiency, carbon footprint, equipment quality
- Potential rebates for conservation
- Present conservation project
Out of scope
- Making promises or to vendors that they will have our
business
- Implementation of conservation projects
Deliverables
Project Deliverables include the following:
- Deliver a solution that would give an accurate cost of
replacement
- Deliver an ROI for any and all solutions
- Deliver a comparison of New efficiencies versus the efficiencies
of the old equipment plus any gained efficiencies from building
controls
- Deliver a fully developed solution to PBC management.
Project Approach
Project Approach will include, but may not be limited to the following
actions, in
the order of execution
- Meet with Client to plan logistics of team meetings (Frequency,
Time, Place, Leaders, etc…)
- Review Business criteria for capital spending
- Review any relevant documentation relating to equipment/ system
- Perform facility walk to familiarize team with equipment and
system controls
- Begin contact with potential vendors and suppliers
- Research possible rebate programs
- Work to begin learning’s of possible technology
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-
Perform
Develop
Present
Package
research and brainstorming sessions
and finalize synopsizes
Results
results and feedback for presentations
Critical Milestones and Event Dates
January/ February
-
Review Building needs for HVAC
Review Building layout
Research options with outside contractors/ vendors
Hold Brain storming session with PBC (or outside consultants)
March
-
Compile results of brainstorming
Identify areas of savings (Cost, Emissions)
Identify benefits of each option (Success Factors)
Identify Green Savings (GHG emissions, Carbon Footprint
reduction)
Begin work on Developing Synopsizes
April
-
Provide Economic Justification/ Key Risk Factors
Summarize Sustainability Impact
Continue Developing Synopsizes
Prepare First Draft
May
- Finalize Plans
- Present results
- Compile Results
Celebrate wins as they occur
Quality Considerations
Quality Considerations for this project are limited to maintaining the
high quality of all products produced as well as maintaining and
abiding by all applicable environmental laws and regulations. This
project does not involve a change to a current manufacturing process
therefore possible compromise to product is minimal.
Roles and Responsibilities
Students
Develop synopsis and approach
consistent with PBC’s cost and
conservation goals
Establish executional planner and
track progress
Pepsi
Agree on action plans and goals
 Sean Crowell (Project
Manager)
 Dan Frauenfelder
Ensure executional planner tracks
progress
 Sean Crowell (Project
Manager)
 Dan Frauenfelder
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Establish goals from prioritizing
potential opportunities
Agree with or realignment with
goals and opportunities
 Sean Crowell (Project
Manager)
 Dan Frauenfelder
 Doug Waechter (Project
Mentor)
Present goals and priorities to
Operations Management Staff
Gain alignment to reach
conservation goals
Operations Management Staff
 Louis Barrios (QC Manager)
 Bob Dunst ( PAM—warehousing)
 Katie Ojennes (Production
Manager)
 Matt McLaughlin (Plant
Manager)
Other managers affected by
changes
Assumptions
Project assumptions are as follows
- Project team shall have reasonable access to project related
facility locations as requested, provided sufficient notification
of the student visit is given
- Some measurement devices needed for project success are currently
in place; others may need to be installed accurately measure
usage
- The project team will designate one point of contact for PBC
- A status meeting will occur every week, in person or on in
conference call
- Project team will perform due diligence to complete all tasks to
develop a working proposal
Holiday and Co. is a small women's clothing boutique that has been in
Boulder for 19 years. The current owners (two sisters, one of whom is a CU
Business school alum) have had the store for 10 years. We have had a
strong regular clientele but somehow lost a portion of them when we
changed locations 3 years ago (although it was only one block!)
Our goals are to build a website to gain new customers (local shoppers as
well as visitors) and stay in better contact with current customers. Also,
I would like to learn efficient ways to advertise in this increasingly
competitive market.
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