Green Machine Vending Co.
Project Plan
Coca Cola Toronto Green Vending Machine Initiative
Version 1.4
April 3, 2012
Presented by:
Stephanie Caspick
Karmesh Patel
Carlis Lounds
Maurizio Calabretta
Pedram Yousefghahari
2
TABLE OF CONTENTS
1. EXECUTIVE SUMMARY
4
2. PROJECT OBJECTIVE
4
3. PRODUCT DESCRIPTION
5
4. PROJECT MANAGEMENT APPROACH
5
4.1.
Scope Management Plan
5
4.2.
Cost Management Plan
5
4.3.
Communications Management Plan
6
4.4.
HR Management Plan
6
4.5.
Quality Management Plan
6
4.6.
Risk Management Plan
7
4.7.
Procurement Management Plan
7
5. CONFIGURATION MANAGEMENT
5.1.
Purpose
7
5.2.
Configuration Management Plan
7
5.3.
Revision History
8
6. PROJECT SCOPE
6.1.
Stakeholder Matrix
8
6.2.
Requirements Traceability Matrix (See Appendix B)
9
6.3.
Scope Statement
9
6.4.
Scope Baseline – Work Breakdown Schedule (WBS)
12
6.5.
Activities Breakdown List
12
7. SCHEDULE
7.1.
Milestones
13
7.2.
Resources
13
7.3.
Schedule Baseline (See Appendix F)
14
7.4.
Resource Allocations (See Appendix G)
14
8.1.
Description of Project Costs
14
8.2.
Cost Breakdown
14
8.3.
Cost Baseline (Bi-Weekly)
15
8. COST
9. HUMAN RESOURCES
9.1.
Project Organization Chart
April 3, 2012
18
Project Plan
3
9.2.
Responsibility Assignment Matrix
19
10. COMMUNICATIONS
10.1.
Stakeholder Registry
20
10.2.
Stakeholder Management Strategy
21
10.3.
Stakeholder Analysis Matrix
21
11.1.
Service Quality Metrics
22
11.2.
Product Quality Metrics
23
11.3.
Quality Checklist
23
12.1.
Risk Breakdown Structure
25
12.2.
Risk Register
26
11. QUALITY
12. RISKS
13. SUBSIDIARY MANAGEMENT PLANS
13.1.
Scope Management Plan
27
13.2.
Cost Management Plan
29
13.3.
Staff Management Plan
30
13.4.
Communications Management Plan
31
13.5.
Quality Management Plan
32
13.6.
Risk Management Plan
34
13.7.
Procurement Management Plan
35
14. APPENDIX A – Project Charter
38
15. APPENDIX B – Requirements Traceability Matrix
46
16. APPENDIX C – Purchasing Policy
47
17. APPENDIX D – Contract Statement of Work
52
18. APPENDIX E – Proposed Site Locations
55
19. APPENDIX F – Schedule Baseline
58
20. APPENDIX G – Resource Calendar
59
April 3, 2012
Project Plan
4
1. EXECUTIVE SUMMARY
Green Machine Vending Co. (GMV) is a well established company with over 15 years of
experience providing installation, maintenance, logistics, and consulting for vending machines in
the Southern Ontario region. GMV is an environmentally conscientious company that uses and
promotes the use of “green” technology wherever possible. Within this context, Coca Cola Inc.
has contracted GMV for its new Toronto Green Vending Machine initiative.
This initiative will have GMV research locations within Toronto’s downtown core to scout ideal
candidates to replace 20 old Coca Cola vending machines with the new Coca Cola Green
machines. GMV will manage the logistics of the delivery and removal at each selected site, as
well as the associated training of key stakeholders required for the new machines. The Coca
Cola marketing team will supply GMV with artwork that will be used to install advertisements in
Toronto to promote the new machines. GMV will also work with an interactive media vendor to
promote the new machines at the Toronto Green Living trade show.
The project’s budget is $845,000 and the scheduled timeline is February 1st, 2012 to April 30th,
2012. The main cost of the budget is allocated for the machines and for advertising. This project
is directly aligned with GMV’s values, core beliefs and organizational strategy. The new
machines reduce energy consumption by 40% and greenhouse gas emissions by 99%. Also,
GMV uses hybrid delivery trucks which will further reduce the environmental impact of the
project.
This project plan will further discuss the points listed above in detail including the objective,
product description, configuration, scope, schedule, cost, HR, communications, quality, risks,
and procurement.
2. PROJECT OBJECTIVE
The objective of theproject is to introduce the new Eco-friendly Coca Cola vending machine to
the Canadian Market. Todo so,GMVhas been contractedto replace 20 Coca Cola vending
machines throughout the downtown core of Toronto with 20 eco-friendly Coca Cola vending
machines. The project duration is three months with a start date of February 1, 2012 and ending
April 30, 2012. The intent of this project is to effectively reduce energy consumption by 40% and
greenhouse gas emissions by 99% by replacing the old machines. The new eco-friendly
vending machines are cost effective and also align with Coca Cola’s long term objective
April 3, 2012
Project Plan
5
tocreate environmentally friendly products. The project will also involve raising consumer
awareness of the new eco-friendly machines through the use of print and interactive
advertising.The project’s budget is $845,000.
3. PRODUCT DESCRIPTION
The project will begin with identifying the key locations throughout the downtown core with high
sales generated by the current machines and substantial amount of foot traffic. To raise
awareness of the project a billboard will be installed at Yonge and Dundas square and TTC
advertisements will be purchased.Also, the project will be showcased at the Toronto Green
Living show allowing Coca Cola representatives to interact with and educate the public about
Coca Cola’s newest innovation.The projectwill also removeand replace 20 vending machines
with new eco-friendly models. Lastly, adequate training will be provided to employees who are
responsible for restocking and carrying out everyday maintenance of the vending machines to
avoid any substantial downtime if problems occur during theday to day operations.
4. PROJECT MANAGEMENT APPROACH
4.1.
Scope Management Plan
For this project, scope management will be the sole responsibility of the GMV Project
Manager. The scope for this project is defined by the Scope Statement, Work
Breakdown Structure (WBS) and WBS Dictionary. The GMV Project Manager, and Coca
Cola Stakeholders will establish and approve documentation for measuring project
scope which includes deliverable quality checklists and work performance
measurements. Proposed scope changes may be initiated by the Project Manager,
Stakeholders or any member of the project team. All change requests will be submitted
to the Project Manager who will then evaluate the requested scope change. It is
imperative that at all GMV stakeholders report back to the project manager during each
phase of the job. GMV project manager is strictly in charge of each operation and must
rigorously monitor each task along the course of the implementation.
4.2.
Cost Management Plan
All the costs incurred by GMV will be managed by the budget department, led by the
Cost Manager. The Cost Manager will keep a log of all the cost changes made
throughout the project for future references. During the early stages of the project the
Cost Manager will produce a cost breakdown structure, and a cost curve to easily
April 3, 2012
Project Plan
6
coordinate when, and where the company will experience costs. The Cost Manager and
the Project Manager will work together to budget, and coordinate all the costs for the
project.
4.3.
Communications Management Plan
Communication paths will be established by the Communications department. These
paths ensure the free flow of timely information to stakeholders throughout project
duration. Email and meetings will be the primary sources of communication used.
Communications manager will relay all information back to the Project Manager for
tracking and approval purposes. There are specific procedures used to control conflict
escalation during the project, which can be found in the subsidiary communications
management plan.
4.4.
HR Management Plan
All staffing required for this project will be attained and managed by the human
resources department. The majority of staffing is available in-house, while some
additional staffing will be required from an interactive marketing firm for the media
portion of the project. All staff working on the project must follow the project organization
chain of command and report progress updates to their supervisor. Key role players will
be assigned resource responsibilities through a responsibility assignment matrix. All
resources must be approved by the Project Manager.
4.5.
Quality Management Plan
The quality management approach for the GMV project will ensure quality is planned for
both the product and processes. In order to be successful, this project will meet its
quality objectives by utilizing an integrated quality approach to define quality standards,
continuously improve quality and measure ongoing quality.
Product quality for the GMV project will be defined by the GMV's current standards and
criteria for its Eco Friendly Vending Machines. The focus is on the project’s deliverable
and the standards being used will ensure the product meets quality standards and
customer satisfaction.
Establishing process quality standards will ensure that all activities conform to an
organizational standard which results in the successful delivery of the product.
April 3, 2012
Project Plan
7
4.6.
Risk Management Plan
All the potential risks that could occur in the GMV project will be managed by the risk
department, led by the Risk Manager. Once accepting a project the Risk Manager will
immediately create a risk register and a risk breakdown structure to determine all the
potential risks that the project could face. The Risk Manager and the Project Manager
will work together to ensure that all the possible risks are identified, and that there is a
clear solution to prevent the risks from occurring.
4.7.
Procurement Management Plan
Procurement of all materials and vendor relationships will be managed by the
Procurement Department, lead by the Procurement Manager. Procurement practices are
guided by the GMV Purchasing Policy (see Appendix C). Each purchasing decision must
follow the Policy to ensure that all purchases are made in the best interest of the project,
and are a balance of cost and quality. The Procurement Manager and the Project
Manager will work together to ensure accuracy and on-time delivery of all purchased
items and contracted services.
5. CONFIGURATION MANAGEMENT
5.1.
Purpose
The Configuration Management plan will explain how different versions of the Project
Plan and related documents will be managed.
5.2.
Configuration Management Plan
The Project Manager will be responsible for ensuring that all documents include the
most up to date information prepared by the project team. Project team members will
send all revisions to the Project Manager, with changes highlighted or made with Track
Changes in Microsoft Word if possible. The project manager will then update the
documents. Version numbers and the date will be used to track revision histories. The
Project Manager will send out revised documents to all project team members, who are
responsible for ensuring that the most current version of the document is referred to in
project work. The Project Manager will keep a record of all revisions, including the date
the revision was made.
April 3, 2012
Project Plan
8
5.3.
Project Plan Revision History
Version #
1.0
1.1
1.2
1.3
1.4
Date
March 6th
March 14th
March 21st
March 23rd
April 3
Description
Original Document
1st Round of Revisions
2nd Round of Revisions
3rd Round of Revisions
Final Copy
6. PROJECT SCOPE
6.1.
Stakeholder Matrix
Key
Stakeholders
Public
Requirements
Impact/ Influence
Required to be an active consumer of
Coca Cola products using the new
easy-to-use vending machines that
compliment green initiatives.
The public will influence all other
stakeholders’ actions. Coca Cola
and GMV will need to act in unison
with consumer preferences to
achieve accurate results and client
content.
Coca Cola will have authority over
all stakeholders. Coca Cola is in
charge of entire operations; timing
and budgeting.
Coca Cola Inc
Management
Coca Cola will initiate the entire
project plan. They will have to meet
with GMV management to establish
project plan and deliverables.
Coca Cola Inc
Employees
Employees are required to drive and
restockGMV machines. Employee
meeting are required of them as well
as training.
GMV
Management
GMV management will establish
requirements for each account
manager. Must schedule meetings to
talk about deliverables with all
employees.
Account Managers will shadow
operations of Marketing team and
logistics team.
Account
Managers
Marketing
Team
In charge of formulating marketing
initiative. Must take direction from
account manager but marketing team
does have flexibility due to its
department skill set.
Logistics
Team
(Fleet operators act as managersplan routes, schedule times, check to
see if employees are on route etc.)
April 3, 2012
They impact the public directly.
Employees must follow what Coca
Cola management demands.
Employees impact Coca Cola
management.
GMV management will be in
charge of giving direction to all
stakeholders especially account
managers who direct the lower
level teams.
Account manager must take care
of sub teams to ensure fluid
workflow. Account manager must
take order from upper
management.
Marketing team has little influence
on operation. Marketing team is
focused on creation of advertising
and media. Impact is little on other
departments but huge in terms of
public exposure.
Fleet operators are slightly
influenced by account managers.
They take order from account
Project Plan
9
Technical
Team
6.2.
Account manager deals with too
many departments so they need a
fleet operator to manage an operation
or maybe three operations/ locations.
Managing supply operations of
technical team. Required to attend all
meetings and take order from account
manager. Shadows technical teams
every move.
Required to attend all meetings and
training put together by fleet
operators and account managers.
managers but are not influenced
significantly because they run on
their own scheduling system with
technical team.
Technical team is influenced by
fleet operators; they are directly
affected because they are the
installation crew.
Requirements Traceability Matrix
See Appendix B
6.3.
Scope Statement
This project encompasses GMV performing location analysis to identify suitable
locations to install the new Coca Cola Green Vending Machines. Each location is to be
within downtown Toronto, have a large number of visitors annually, and currently have
old technology Coca Cola machines. At each of the identified locations, the old machine
is to be removed and in its place a new green machine will be installed, with a maximum
of 20 machines in total for all locations. GMV will manage the delivery of the new
machine, the removal of the old machine, and disposal of the old machine to a recycling
facility. GMV will also have a vending machine technician test each new machine once it
is installed to ensure it is in proper working order, fill the machine with the appropriate
beverages, and instruct the key location stakeholders on how to operate, perform
preventative maintenance, and how to troubleshoot if there are any technical problems
with the new machines. An informational brochure will also be distributed to the location
stakeholders for reference. GMV will be managing the execution of the media plan which
involves using external suppliers. A printing vendor will be used to print and install a
billboard at YongeandDundas square, and TTC subway advertisements. A marketing
firm will be used to plan and manage interactive media at the Toronto Green Living show
which will consist of a booth at the trade show, and hired Coca Cola demonstrators to
promote the new machines and Coca Cola. Once the project is complete GMV will also
meet with Coca Cola management for a post-project wrap up.
April 3, 2012
Project Plan
10
Goals and Objectives
1. Customer should be satisfied with placement and installation process of
machine, feedback checklist will ensure this. Results will be given to upper
management.
2. Machines should be fully operational after installation. Old vending machine
should be properly disconnected and removed to a recycling facility.
3. Product awareness through advertising and media campaign are effective in
generating excitement and knowledge of the new machines. The marketing firm
will prepare a post-trade show report that will give insight into customer feedback
generated at the trade show.
4. GMV will perform all agreed upon work accurately, in a timely manner and within
the specified budget. The management plans found within this plan will ensure
that this goal is met.
Project Deliverables

Location Analysis: Identify Toronto locations that fit within the specified criteria

Project Plan: properly plan the execution, control, and closing functions to
ensure all project aspects are met.

Logistics: Deliver new machine and remove the old machines and bring the old
machines to a recycling facility. Use quality checklists at each location to ensure
customer satisfaction and proper delivery and installation. Transportation is
operational as well as tools to install vending machines are sufficient and
operational for installation.

Training: Train key location stakeholders so that they know how the machines
operate, how to refill, how to perform maintenance, how to troubleshoot if
something isn’t working right.

Media: Print advertising and interactive advertising is to be implemented in
proper site locations. Coca Cola will supply the creative work which will be used
for the advertisements.

Closing: Post-mortem meeting to discuss successes and disappointments.
Prepare report based on consumer feedback experienced at the trade show.
April 3, 2012
Project Plan
11
Requirements

Mapped out route schedules for technical team.

Proper equipment checks by fleet operators and technical team.

Green Vending machines need to be installed in proper locations.

Client feedback sheet is signed to make sure operation went according to
standards.
Excluded from Scope

No more than 20 machineswill be installed.

Continuation of servicing of the machine once the project is over (after sale
services).

Digital media and adverting background research is excluded since digital media
creation and creative research is provided by Coca Cola.
Time and Cost Estimates

To maintain the costs GMV will monitor all costs on a daily basis, to ensure that
costs are as accurate as possible.

The cost manager must ensure that a well updated log consisting of all cost
changes are maintained.

The project manager will obtain upper management approval before any change
to the cost baseline occurs.

GMV uses the 50/50 rule for work completion which assumes that once the task
has begun, 50% of the task is complete.

The estimated cost for this project is $845,000.

The total cost for 20 green vending machines is $500, 000 ($25,000*20). This
accumulates for 59% ($500,000/$845 000) of our total budget.
Constraints

The resources for this project are limited. Only one driver, one machine
technician, and one truck will be allocated to the project. If the driver or
technician is not available to work on a particular day during the scheduled
delivery period, another driver or technician will be appointed on a temporary
April 3, 2012
Project Plan
12
basis to fulfill the duties. There is also one day of scheduled slack in the delivery
schedule that can be used if necessary in order to not delay the project.

Vending machine glitches. The project’s success depends on having working
vending machines. Each vending machine will be tested by the machine
technician after installation. Also, the upmost care will be taken to ensure the
quality and reliability of every machine.
6.4.
Scope Baseline – Work Breakdown Schedule (WBS)
Coca Cola Green Vending Machine
Toronto Initiative
A
Project
Initiation
B
Logistics
A6
Sign
Contract
With Client
B1
Delivery
Schedule
B2
Training
6.5.
D
Media
D1
Print
Advertising
D3
Billboard
D4
TTC Signage
E
Closing
D2
Interactive
Advertising
E1
Post Mortem
Meeting &
Report
D5
Trade Show
Activities Breakdown List
A. Project Initiation

Kickoff Meeting

Prepare Project Plans based of client expectations

Meeting with Client to review project plans

Make necessary revision for client

Client signoff on project and contract
B. Logistics
April 3, 2012

Contact each location to get verbal approval

Map out delivery routes

Create delivery schedule for replacing and installing new machine

Create work sheet for each location
Project Plan
13

Deliver new machine to each site while at the same time removing the old
machines

Issue instructional brochure

Demonstrate the use of the machine

Train on preventative maintenance and troubleshooting

Client signoff job completion of each site
C. Media


Print
o
Send request for quote to printing companies
o
Hire printing company
o
Print and install billboard and TTC advertisements
Trade Show
o
Send request for proposal to interactive marketing firm
o
Hire marketing firm
o
Approve marketing firm plan for trade show
7. SCHEDULE
7.1.
Milestones
Milestone
7.2.
Target Start Date
Target Completion Date
Project Planning
February 1st, 2012
February 13th, 2012
Instillation of Machines
March 9th, 2012
March 26th, 2012
Billboard Installed
March 1st, 2012
March 26th, 2012
TTC Advertisements Installed
March 1st, 2012
March 26th, 2012
Toronto Green Living Show
April 13th, 2012
April 16th, 2012
Resources
Resource
Quantity
Project Manager
1
Scope and Quality Manager
1
Logistics and Scheduling Manager
1
Cost and Risk Manager
1
HR and Communications Manager
1
April 3, 2012
Project Plan
14
7.3.
Delivery Truck Driver
1
Procurement Manager
1
Machine Technician
1
Delivery Truck
1
Dolly for Deliveries
1
Coca Cola Green Vending Machines
20
Schedule Baseline
The schedule start date is February 1st, 2012 and the scheduled finish date is April 27th,
2012.
See Appendix F
7.4.
Resource Allocations
See Appendix G
8. COST
8.1.
Description of Project Costs
The estimated cost for this project is $845,000.The main expenditure is the cost of the
machines themselves. The total cost for 20 green vending machines is $500,000
($25,000*20). This accumulates for 59% ($500,000/$845 000) of our total budget.
Advertising is another large project cost,which accounts for 24% ($200,000/$845,000) of
the total budget.
8.2.
Cost Breakdown
Work Summaries
Cost
A) Project Initiation
A1) Sign Contract with Client
$15,000
$15,000
B) Logistics
$630,000
B1) Delivery/Pick-up Schedule
$20,000
B2) Delivery of New Machines
$575,000
B3) Removal of Old Machines
$25,000
April 3, 2012
Total Cost
Project Plan
15
B4) On-Site Training
$20,000
D) Media
$200,000
D1) Print Advertising
$29,000
D2) Interactive Advertising
$49,000
D3) Billboard
$24,000
D4) TTC Signage
$23,000
D5) Trade Show
$75,000
TOTAL
8.3.
$845,000
$845,000
Cost Baseline (Bi-Weekly)
COSTS AT EXACT
DATES
Fri 2/3/12
Mon 2/6/12
Wed 2/8/12
Thu 2/9/12
Tue 2/14/12
Thu 2/9/12
Fri 2/17/12
Wed 2/22/12
Thu 2/23/12
Thu 3/1/12
Tue 3/13/12
Wed 3/14/12
Thu 3/15/12
Mon 3/19/12
Fri 3/16/12
Wed 4/4/12
Apr 4/3/12
Thu 4/5/12
Tue 4/30/12
TOTAL
CUMULATIVE
April 3, 2012
February
[1st-15th]
$400
$0
$200
$14,000
$250
$150,000
February
[16th-29th]
March
[1st-15th]
March
[16th-31st]
April
[1st-15th]
April
[16th-31st]
$150
$7,200
$28,800
$0
$0
$500
$0
$84,000
$1,500
$500,000
$8,000
$500,000
$164,850
$164,850
$36,150
$201,000
$500
$201,500
$85,500
$287,000
$558,000
$845,000
$0
$845,000
Project Plan
16
Cumulative Cosrs
S-curve for Green Machine Vending Company
$1,000,000
$800,000
$845,000
$600,000
$400,000
$200,000
$0
February [1st- February [16th March [1st15th ]
-29th ]
15th]
MONTHS [X-Axis]
February [1st-15th ]
February [16th -29th ]
March [1st-15th]
March [16th-31st]
April [1st-15th]
April [16th-31st]
March [16th31st]
April [1st15th]
April [16th31st]
CUMULATIVE COSTS [Y-Axis]
$164,850
$201,000
$201,500
$287,000
$845,000
$845,000
Cost Breakdown
After estimating the bi-weekly costs for the project, it has been identified that the most
expensive time frame for the project is during the first two weeks of April. The total cost
for the first 2 weeks of April is $558,000; which accumulates for 66%
($558,000/$845,000) of the total estimated budget for the project. The least expensive
week for the project is the first 2 weeks of March, where costs add up to only $500.
Bi-WeeklyBreakdown
February 1st – 15th: $164,850
This cost is primarily made up of preparing for the project with activities such as
identifying Toronto locations, presenting the project plan to the client, and finally
contacting the Toronto locations to ensure they permit the installation of the eco-friendly
machines on their property. The largest contributor to the cost is performing interactive
advertising. The interactive advertising costs $150,000, and is one of the most important
costs the company must sustain.
February 16th – 29th:$36,150
April 3, 2012
Project Plan
17
Although those costs do decrease from the first 2 weeks, costs in this week are very
important to the overall operation of the project. This week’s costs are primarily from
mapping out and creating the delivery schedule which has a total cost of $ 36,150
($28,800+$7200+$150). The delivery schedule is made to ensure that the delivery and
installation of the machines are effective and efficient.
March 1st – 15th: $500
Costs are minimal because the company managers are overseeing the tasks performed
in the previous month. The only cost associated with this week is assigning a trainer to
each location, which costs $500 to execute.
March 16th – 31st: $85,500
Even though there are only two factors that contribute to this cost, they are extremely
important in order for the project to be properly executed on schedule. The costs include
removing the old machines, and informing trainers on the project expectations.
April 1st – 15th: $558,000
The costs associated in this week are installing and testing all the new machines at each
site, visiting all the locations to train stakeholders, and finally to conduct the second form
of advertising, which is through print. The cost to install and test all the new machines is
$500,000, and advertising through print accumulates for another $50,000. Once the first
two weeks of April are over, the company does not incur any further costs.
April 16th – 31st: $0
The next 2 weeks are crucial for the company because the estimated end date for the
project is close, and the project manager must ensure that all the costs are paid for fully,
to ensure that the project team can close off the project on schedule.
April 3, 2012
Project Plan
18
9. HUMAN RESOURCES
9.1.
Project Organization Chart
The project organization comprises the key role players involved in the project. It is a
hierarchy of command based on overall stake in the project. Coca Cola’s upper
management heads the top of the project organization for that reason.
Coca Cola Upper
Management
Green Machine
Vending Co. Upper
Management
Project Manager
Stephanie Caspick
Scope/ Quality
Maurizio Calabretta
April 3, 2012
Logistics/
Scheduling
Carlis Lounds
Cost/ Risk
Karmesh Patel
HR/
Communications
Pedram
Yousefghahari
Procurement
Project Plan
19
9.2.
Responsibility Assignment Matrix
Resource
ResourceResponsibility
Responsibility
PP
- Primary
- Primary
Responsibility
Responsibility
- Approval
Authority
AA
- Approval
Authority
SS
- Supporting
- Supporting
Responsibility
Responsibility
I -I Information
- Information
Only
Only
April 3, 2012
Project Plan
20
10. COMMUNICATIONS
10.1.
Stakeholder Registry
Identification
Information
Upper Management,
Coca Cola
Upper Management,
Green Machine
Vending Co.
StephanieCaspick,
Green Machine
Vending Co.
Project Manager
MaurizioCalabretta,
Green Machine
Vending Co.
Scope/ Quality
CarlisLounds,
Green Machine
Vending Co.
Schedule/ Planning
Karmesh Patel,
Green Machine
Vending Co.
Cost/ Risk
PedramYousefghahari,
Green Machine
Vending Co.
HR/ Communications
Green Machine
Vending Co.
Marketing Team
Coca Cola
Advertising
Department
Green Machine
Vending Co.
Machine delivery/
removal team
10.2.
Assessment Information
Receives project status updates from
Project Manager and determines whether
project meets agreed upon standards.
Receives project status updates from
Project Manager and ensures project team
receives the necessary resources and
cooperation to carry out the project.
Responsible for leading and controlling
GMV project team. PM has final say on all
decisions and manages project life cycle.
Reports to Upper Management.
Responsible for keeping project objectives
intact and ensuring customer requirements
are met to agreed upon standards.
Responsible for planning project tasks and
scheduling required labour, and
delivery/pickup. Focus on time
management.
Responsible for keeping project within
budgetary limits. Controls and monitors
risk and takes necessary steps to manage
it.
Responsible for managing human
resources and allocating them effectively.
Must ensure undisturbed communication
paths at all times for project team.
Responsible for managing the marketing
efforts to spread awareness about the ecofriendly vending machines. Including a
billboard ad as well as a TTC
advertisement.
Provide the marketing team with the
necessary resources to represent Coca
cola in their marketing efforts.
Deliver the specified amount of new ecofriendly machines to their specified
destinations. Also remove the old
machines from these locations and bring
them to Coca cola for disposal.
Stakeholder
Classification
External
Internal
Internal
Internal
Internal
Internal
Internal
Support
External
Support
Stakeholder Management Strategy
April 3, 2012
Project Plan
21
Name
10.3.
Position
Internal/
Level of
Level of
External
Interest
Influence
Coca Cola
Upper Management
External
High
High
GMV
Upper Management
Internal
High
High
Stephanie Caspick
Project Manager
Internal
High
High
Maurizio Calabretta
Scope/ Quality
Management
Internal
High
High
CarlisLounds
Schedule/Planning
Management
Internal
High
High
Karmesh Patel
Cost/Risk
Management
Internal
High
High
PedramYousefghahari
HR/
Communications
Management
Internal
High
High
Stakeholder Analysis Matrix
This matrix maps out the paths of communication between stakeholders through
analysis of document format, frequency and point of contact. The use of a matrix shows
how the stakeholders are constantly interacting with one another at all times through the
project duration.
Stakeholders
Document
Name
Project
Feedback
report
Weekly status
report
Document Contact Person
Format
Email
Project Manager
Due
Hard copy
Monday of each
week
Scope/ Quality
Manager
Project scope
statement
Hard copy,
meeting
Schedule/
Planning Manager
Cost/ Risk
Manager
Daily
schedule
Budget plan
Email
HR/
Communications
Performance
report
Email
Upper
Management
GMV
Project Manager
April 3, 2012
Hard copy,
meeting
Upper
Management,
and project team
Upper
Management,
Project Manager
and project team
Project manager
and project team
Upper
management,
project manager
and project team
Project Manager
Tuesday of
each week
January 29th
Every morning
before 9am
January 29th
2nd and 4th
Friday of each
Project Plan
22
Manager
Project Manager
Project PostMortem
Report
Hard copy,
meeting
Project team,
upper
management
month
April 15th
11. QUALITY
Quality management will make sure operations flow smoothly. Quality management is a
separate department that will ensure quality is met by each department including account
managers, fleet operators, and technical team and partially the marketing team.
11.1.
Service Quality Metrics
The purpose of this matrix is to ensure the service of the technical team is top quality.
GVM does this by ensuring each technical member fills in a check list ensuring all quality
service and process standards are met.
Main Project
Deliverable
Metric
Timely
Delivery
No
Reasonable
Yes
Complete
Delivery
under
required
time.
Technical Team
Timely
Installation
No
Reasonable
Yes
Complete
installation
under
required
time.
Technical Team
Client
Satisfaction
throughout
installation
No
Reasonable
Yes
Customer
satisfaction
should be
above
reasonable
metric.
Technical Team
April 3, 2012
Goal
Responsibility
Baseline/
Benchmark
Technical team
should be on-site
10 minutes before
installation time
requested by
client.
Time of
installation should
be under time
requirement
requested by
manager and
client or at par.
Customer
Satisfaction
should always be
delivered in terms
of the installation
process.
Assurance
Action
Review
location
before
departure.
Review
Installation
process
before
installation.
Review
customer
satisfaction
package
before
work.
Project Plan
23
11.2.
Product Quality Metrics
Product Quality Metric ensures that there is no functional problem with the product and
all features are working up to regular standards. It also ensures that the product will be
maintained and supported.
Main Project
Deliverables
Metric
Product
functions
properly
Yes
No
All check
requirements
must be met
Technical Team
All product checks
need to be done.
Machines should
operate without
any problems.
Customer
satisfied with
new vending
machine
Yes
No
Technical Team
Technical team
must install
vending and
customers must
be satisfied with
asthenic and
functionality.
Feature
maintenance
and longterm client
satisfaction
Yes
No
To reach
customer
satisfaction,
meet
standard
protocols of
company and
meet
customer
standards.
Any concerns
with new
vending
machines
should be
solved to
regular
standard.
Account
Managers
Account managers
must answer to all
calls when a
problem arises
with new vending
machines. This is
done to ensure top
quality services of
machine.
11.3.
Goal
Responsibility
Baseline/
Benchmark
Assurance
Action
Review
product
checklist to
see proper
functionalit
y before
installation.
Review
client
feedback
paperwork
to ensure
proper level
standard.
Review
vending
machine
issue
occurrence
in case of
any
problem
occurrence
s.
Quality Checklist
This quality checklist is to determine that all quality standards are met. All quality
standards in each section must be met in order to commence with project.
Section
Title
1.0
Service Process Quality
1.1
Product Quality
2.0
Quality management Plan
2.1
Organization
April 3, 2012
Yes
No
Project Plan
24
2.2
Training
3.0
Safety
3.1
Employee Supervisor
3.2
Supervisor Safety
4.0
Quality Control
4.1
Client Requirement
April 3, 2012
Project Plan
25
12. RISKS
12.1.
Risk Breakdown Structure
Schedule
Organizational
Communication
Human
Resources
Quality
Risk
Technology
R&D
Financial
Cost
Procurement
Project
Management
Scope
April 3, 2012
Project Plan
26
12.2.
#
1
Risk Register
Risk Event
Probability
(%)
Impact
[cost]
Severity
5
$345,000
$17,250
2
Employee Strike
(All)
Cost Overruns
20
$100,000
$20,000
3
Cash Flow Problem
15
$150,000
$22,500
4
Lack of previous
Project Management
experience
5
$250,000
$12,500
5
Defective Machine
(Physically)
Project Under
budget
15
$25,000
$3,750
15
$30,000
7
Advertising Failure
25
8
Weather Delay
9
10
6
Response
Who is
Responsible?
Hire temporary
(agent) workers
Contingency
Reserve
Contingency
Reserve
Seek advice for
senior managers.
Refer to PMBOK,
and GIDO
Quality Checklists
HR
Manager
Cost Manager
$4,500
Contingency
Reserve
$10,000
$2,500
35
$2,000
$700
Staff Injury - during
installation (carrying
machine)
10
$4,500
$450
Transportation
Delays
75
$1,000
$750
$917,500
$84,900
Contingency
Reserve
Plan ahead (future
forecasts)
Ensuring every
truck is equipped
with a first aid kit
(safety kit)
Scheduling with
30mins cushion
time
-
Project
Manager
Cost Manager
Communication
Manager
Communication
Manager
HR
Manager
TOTAL
-
Cost Manager
Senior
Management
Quality Manger
Schedule
Manager
-
The Risk Register for GMV provides information on the potential risk events, the
probability of those risks, the impact, the response to the event, and finally who is
responsible for monitoring and ensuring that each event does not occur.
The probability section provides the chance of each event, if it were to occur. This
section depicts the likelihood of each event happening, and helps determine which
events should be closely monitored. A rating is given in the form of a percentage to help
show the project team a broader idea of how likely an event is.
The impact section defines the effect that each event could cause on the project. A
rating is given in terms of how much money GMV would suffer if the event took place.
April 3, 2012
Project Plan
27
The severity section defines the financial consequences that each event would cost the
project. A rating is given by multiplying the probability by the impact cost.
For each listed risk a response is given to help provide a benchmark tactic to be used if
the project is faced by the risk. In certain situations corrective action must be taken
immediately to reduce the damage of the risks, so GMV plans ahead by listing a
potential strategy against every identifiable risk.
The last component is who will be responsible in the event of each risk. In this section
each registered risk has an immediate manager who must monitor it and take all
preventative action to minimize the likelihood of that risk from occurring.
13. SUBSIDIARY MANAGEMENT PLANS
13.1.
Scope Management Plan
Collect Requirements
GMV defines and documents the requirements needed to meet all project objectives.
The basis of this process is the project charter and stakeholder list. From these, the
team can identify requirements, collectively discuss details associated with meeting each
requirement, and follow-on discussion to clarify the requirements, and document the
requirements in sufficient detail to measure them once the project begins the execution
phase. This documentation also serves as an input to the next step in the process which
is to define scope.
Define Scope
Defining the scope is critical to project success as it requires the development of a
detailed project/product description to include deliverables, assumptions, and constraints
and establishes the framework within which project work must be performed. Scope will
list deliverables in detail about how operation must be managed in order to perform
tasks.
Create WBS
This process breaks project deliverables down into progressively smaller and more
manageable components which, at the lowest level. This hierarchical structure allows
April 3, 2012
Project Plan
28
for more simplicity in scheduling, costing, monitoring, and controlling the project within
the GMV origination.
Verify Scope
This is the process by which the project team receives a formalized acceptance of all
deliverables with GMV team and customers.
Control Scope
This is the process of monitoring/controlling the project/product scope as well as
managing any changes in the scope baseline. Changes may be necessary to the
project scope but it is imperative they are controlled and integrated in order to prevent
scope creep. GMV project manager and the project team will work together to control of
the scope of the project. The project team will leverage the WBS by using it as a
statement of work for each WBS element. The project team will ensure that they
perform only the work described in the WBS and generate the defined deliverables for
each WBS element. The Project Manager will oversee the project team and the
progression of the project to ensure that this scope control process is followed.
Company Work Authorizing System
The Project Manager and upper authority Stakeholders (Coca Cola, GMV) will establish
and approve documentation for measuring project scope which includes deliverable
quality checklists for customers and work performance measurements. As this project
progresses the Project Manager will verify project deliverables against the original scope
as defined in the scope statement. Once the Project Manager verifies that the scope
meets the requirements defined in the project plan, the Project Manager and upper
stakeholders (Coca Cola) will meet for formal acceptance of the deliverable. During this
meeting the Project Manager will present the deliverable for formal acceptance of the
deliverable by signing a project deliverable acceptance document. This will ensure that
project work remains within the scope of the project on a consistent basis throughout the
life of the project.
April 3, 2012
Project Plan
29
13.2.
Cost Management Plan
Cost Estimates
When GMV considers a project the cost estimates are made based on the Work
Breakdown Structure (WBS), project scope, risk register, and the current state of the
economy. GMV uses the analogous (top down) approach to estimate the costs. Since
most of the projects are similar, the top down approach is the most appropriate, and
provides the best accurate costs. GMV also uses expert judgement as a benchmark to
estimate costs for current projects. Using this method GMV has is able to estimate all
project costswithin 95% accuracy. This approach is fast, understandable, inexpensive,
and helps GMV to provide realistic cost estimates to its clients.
Cost Budgeting
GMV breaks down each component of the WBS to get clear, realistic estimates. Once all
the costs for each component of the project are determined, GMV combines the costs, to
get a final total cost for the entire project from start to finish. After considering the cost
estimates, scope baseline, project schedule, resource calendar, and contracts GMV is
able to produce the total cost of the project. Once the total cost is determined GMVthen
produces a cost baseline. The cost baseline consists of all the costs that are going to
take place, when they are going to take place, and finally when the payments are due.
GMV also performs a reserve analysis to ensure that costs are set aside for the
“unknown unknowns” and the “known unknowns”.
Cost Control
GMV has no tolerance for over stating costs for a proposed project. The cost manager
must ensure that a well updated log consisting of all cost changes are maintained. Upon
making all updates on costs, the cost baseline must be adjusted to meet the new costs
criteria. To maintain the costs GMV will monitor all costs on a daily basis, to ensure that
costs are as accurate as possible. GMV will also create performance reports to reduce
the chance of future problems. GMV uses the 50/50 rule for work completion which
assumes that once the task has begun, 50% of the task is complete. All changes to the
cost baseline will be submitted in writing to GMV upper management by the project
manager. The project manager will obtain upper management approval before any
change to the cost baseline occurs. GMV uses earned value analysis (EVA) to see if any
variances in the schedule or costs are present during the course of the project. After the
April 3, 2012
Project Plan
30
project is complete, the cost manager will also calculate the variance at completion
(VAC) to see the variation between the budget at completion (BAC) and the estimate at
completion (EAC). This analysis is used to help better estimate costs for future projects
based on a cost over-run or under-run.
Responsibilities

Cost Manager:
o
Forecasting and controlling the budget
o
Updating, and keeping a log of all cost changes
o
Identifying opportunities, such as alternative methods to reduce costs
o
Creating the cost baseline based on the cost estimates
o
Monitor and control the costs using EVA
o
Prepare a post-project report using VAC analysis and make
recommendations about how costs could have been managed better

Project Manager:
o
Obtaining upper management approval for any cost baseline changes
o
Authorizing approval for estimated costs
o
Monitoring costs, and reviewing the cost managers logs
Cost Reporting and Communication
The Project Manager will receive a cost report on a weekly basis from the cost manager.
The reports will include a breakdown of all the costs, and a log consisting of all the cost
transactions made. The report will also provide a section listing all the problems
encountered, and how the situations have been resolved. Finally the report will have a
section indicating whether all estimated costs were accurate, and if not how much they
were overstated or understated by using EVA.
13.3.
Staff Management Plan
Objective
The staff management plan is used to control and utilize GMV human resources to
maximum efficiency. This plan will be used to guide GMV when making staffing choices
to ensure that all required roles for this project are adequately covered.
April 3, 2012
Project Plan
31
Staff Planning
For this project all roles, except for media roles, will be covered by internal staff that will
be assigned to this project on a temporary, full time basis. GMV has adequate staff to
fulfill these roles, and employ staff that is expertly trained to perform the roles assigned.
The GMV HR Manager will work with the Project Manager to identify ideal candidates
that have the experience and knowledge for to fulfill the roles of this project. The
individuals chosen will form the core Project Team and will be governed by a staff
project hierarchy, lead by Coca Cola senior management, then the project GMV
Sponsor, then the Project Manager, etc… Once the roles of the project are complete,
each team member is required to contribute to the Lessons Learned report that will be
submitted to the GMV senior managers to ensure that all intellectual knowledge gained
from the project experiences is not lost for any future projects.
External Staffing
The media for this project will be handled by outside suppliers. An interactive marketing
firm will be hired to execute the roles and duties required for the Toronto Green Living
trade show. Also, the print media will be outsourced to a printing vendor. GMV works
from a preferred supplierlist, which are ongoing business partners to ensure the quality
and high customer service needs of GMV are met. The work will be under contract
through a statement of work, with GMV providing the deliverables and the vendor
specifying the details.The procurement manager is responsible for working with and
monitoring the vendor’s performance and ensuring quality and on-time delivery of
services.
13.4.
Communications Management Plan
Objective
The communications management plan is required to control the flow of information to
and from stakeholders throughout the project life cycle until the project is terminated. It
determines who needs the information, when they need it, and by what form of
communication they will receive it by. The project team will use various forms of
communication to deliver information in a timely manner. All project team members will
deliver any sort of information, questions, or problems to the communications manager
who will relay everything to the Project manager for decision making and compilation.
April 3, 2012
Project Plan
32
This is an effective way of communicating in an organized manner, which is a key factor
to project success.
Methods of Communication

Email
The first and foremost mode of communication. Will be used to deliver day-to-day
project updates, status changes and questions or problems that may arise, as
well as any other dissemination of information.

Face-to-face meetings
Done on a weekly basis, at the Project Managers discretion.Also done at certain
scheduled dates. Used to discuss matters more thoroughly and to make major
decisions.
Escalation Procedures
Conflict is a normal and healthy aspect of the project, as long as it is handled in a way
that does not negatively affect business relationships. In order to ensure that conflict is
handled appropriately procedures have been established to properly resolve conflicts as
they escalate. The main goal is to resolve the conflict before it threatens the project.
An internal conflict between team members should be resolved between the team
members involved. If this cannot be accomplished the next level would be to involve the
Project Manager in the role of a mediator. Should the conflict still remain unresolved, the
Project manager may feel it necessary to involve the Upper Management team as a last
resort. Upper management will determine what must be done to get the project on track
without disrupting project deliverables.
13.5.
Quality Management Plan
Objective
The purpose of this plan is to encourage high standards, with a detailed policy listing
instructions of methods to be followed. The policy entails the technical side of the
organization as well as proper management skills. The formulation of the policy will
include:

Production Quality: process development with manufacturing and assembly.

Supplies Quality: conformity controls of supplied material and components.
April 3, 2012
Project Plan
33

Testing Quality: verification of the functional performances of the vending
machine.

After-Sales Quality: follow up service to the Customer.

Customer Satisfaction: achieve Customer Satisfaction with correct and
complete understanding of the requirements.

Quality and Reliability: ensure quality and reliability of supplied product by
addressing the organization, the Company, and the Suppliers’ processes towards
the “Zero Defect” goal.

Employee Commitment to Quality: ensure motivation and involvement of all
the employees through their ongoing development and awareness of
responsibility to quality.
Training of Staff
Training of staff must be outlined to ensure proper logistics, proper installation and
proper removal of old machines. A certified licensed technician will be in-charge of
training each individual technical member. Included will be;

Help implement quality system requirements through learning.

Provide guidance on how to comply with quality system policies and
requirements; including logistics, implementation, and technical skills.

Enhance individual performance by developing proficiencies in quality control
(QC) tools and related technical skills.

Standardize quality systems policy throughout the organization.
Safety Regulations
Safety procedures will be outlined to ensure top quality and proper work action.
Providing safe working conditions and maintaining continuity of employment is of
continual concern. In this regard, it is important that adequate policies and procedures
be developed and adhered to in order to ensure safe, efficient operating conditions,
thereby safeguarding employees as well as all stakeholder.
The Company will not knowingly permit unsafe conditions to exist, nor will it permit
employees to indulge in unsafe acts. Violations of Company rules and regulations will
result in disciplinary action.
April 3, 2012
Project Plan
34
The Company believes that the safety of employees and physical property can best be
ensured by a meaningful program.
Employee
Since the employee on the job is frequently more aware of unsafe conditions
than anyone else, employees are encouraged to make recommendations,
suggestions, and criticisms of unsafe conditions to their immediate supervisor so
that they may be corrected.
Supervisors
Supervisors are responsible for the working conditions within their department
and the GVM facility generally. A supervisor should remain alert at all times to
dangerous and unsafe conditions, so that he/she may recommend corrective
action, discipline employees who habitually create or indulge in unsafe practices,
assess new or changed situations for inherent dangers, and follow up on
employee suggestions for corrective action so that unsafe conditions are not
instituted or permitted to exist.
Quality Control
Quality control for Management teams to continuously monitor each area and take
corrective actions as required. Quality Improvement suggestions will be sought for upper
management during training and every day activity.
Client Requirements
Ensure clients are happy with location and timely implementation. Feedback papers
done by clients will illustrate whether installation was done up to standards and where
improvements are required.
13.6.
Risk Management Plan
Objective
To identify, monitor, and control any risks associated with the project and to ensure that
the proper procedures are in place in order to minimize the impact should the situation
arise.
April 3, 2012
Project Plan
35
Methodology
GMV puts 100% into ensuring that all unexpected risks are properly identified and
controlled. Risks are first identified and assessed using qualitative measurements. From
the initial assessment, all risks that have been identified as having a “high” severity are
assessed a second time using quantitative measures.These risks are listed in order of
severity and the top 10 risks are placed in the Risk Register. The Risk Register lists the
probability, impact, severity, the plan of action, and the person responsible for the plan of
action.
The Risk Management Plan also takes into account the schedule management plan and
the cot management plan. GMV uses other similar projects as a benchmark to ensure
that all potential risks are pre-identified, to minimize their potential impact.
Response
If one of the risks occurs,the individual who identified the risk is to inform the Project
Manager immediately. The company also keeps a record of all the risks encountered, to
ensure that it is prepared for future similar risks.
13.7.
Procurement Management Plan
Objective
The Procurement Management Plan will guide the Procurement Department in sourcing
all products and services that are required by the project team. The guidelines in the
plan will help the Procurement Department to plan the purchasing activities, and will be
used by the Project Manager to ensure that the items bought meet the contractual
agreements set forth in the purchasing documents.
The Project Manager will be Responsible for:

Providing baseline timing and baseline budget as for all required items.

Signing authority on contracts and Statement of Work.

Notifying the Procurement Department of any and all special requirements for items
being purchased.

Promptly relaying any changes in scope, budget, or timelines so the Procurement
Department is able to make changes as necessary.
April 3, 2012
Project Plan
36
The Procurement Department will be Responsible for:

Sourcing vendors who are able to provide the required items that meet the criteria
outlined in the Statement of Work.

Evaluating the proposals from the vendors and presenting a recommendation to the
Project Manager.

Choosing the vendor that offers the best quality for the best price.

Controlling the timing and cost of all contracted suppliers to ensure that delivery is
made within the given timelines and is provided at the cost outlined in the Statement
of Work. If the item is not available for the given timeline, or it the item’s cost is
changed, the Project Manager must be notified immediately.

Coordinating with the Quality Control Department for any products purchased. The
Quality Control department must confirm all products conform to the quality control
standards set forth by GMV and any standards set by the Government of Canada,
before the purchase is made. The Quality Control department reserves the right to
deny purchase if the product does not conform to these standards.

Following all procedures outlined in the 2012 GMV Procurement Policy. This Policy
is attached in Appendix C.

Providing actual costs to the Project Manager within one week of delivery of the
items.

Payment of all invoices and settlement of any discrepancies.
Independent Estimates:
For any services or products over $5,000, three competitive quotes must be obtained by
the Procurement Department. The quotes will be analyzed by the Procurement
Department for price, quality, and service provided. Final approval of vendor selection
will be made by the Procurement Department.
Procurement Items:
The Project Team has identified the following items that will be purchased through the
Procurement Department:
 Coca Cola Green Vending Machines
o
These will be purchased directly from Coca Cola so there will be no RFP process
o
The machine is pictured below
 Advertising Media
April 3, 2012
Project Plan
37
o
TTC Subway Signage (Inside Subway Car)
o
Billboard located at Yonge&Dundas
 Representation at the Toronto Green Living Show
o
Day-of-Event promoters of Coca Cola Green Machines
o
Booth in the event area
o
Signage in the Booth
Contracts:
For this project, GVM will use fixed price contracts as the scope and timing of the
deliverables are well defined.
Contract Statement of Work
See Appendix D
April 3, 2012
Project Plan
38
APPENDIX A
Project Charter
Green Machine Vending Co.
Project Charter
Coca Cola Toronto Green Vending Machine Initiative
Version 1.0
January 19th, 2012
Presented by:
Project Manager
April 3, 2012
Project Plan
39
TABLE OF CONTENTS
1. Project Charter Purpose
2
2. Project Objective
2
3. Project Description
2
4. Scope
3
4.1. Goals and Objectives
3
4.2. Departmental Statements of Work (SOW)
3
4.3. Project Deliverables
3
4.4. Deliverables Out of Scope
4
4.5. Estimated Costs
4
5. Project Conditions
5
5.1. Assumptions
5
5.2. Risks
5
6. Project Team Organization Plan
6
7. Acceptance
7
April 3, 2012
Project Plan
40
1. PROJECT CHARTER PURPOSE
The project charter defines the scope, objectives, and overall approach for the work to be
completed. It is a critical element for initiating, planning, executing, controlling, and
assessing the project. It should be the single point of reference on the project for project
goals and objectives, scope, organization, estimates, work plan, and budget. In addition, it
serves as a contract between the Project Team and the Project Sponsors, stating what will
be delivered according to the budget, time constraints, risks, resources, and standards
agreed upon for the project.
2. PROJECT OBJECTIVE
The objective of the project is to introduce the new Eco-friendly Coca Cola vending machine
to the Canadian Market. To do so, GMV has been contracted to replace 20 Coca Cola
vending machines throughout the downtown core of Toronto with 20 eco-friendly Coca Cola
vending machines. The project duration is three months with a start date of February 1, 2012
and ending April 30, 2012. The intent of this project is to effectively reduce energy
consumption by 40% and greenhouse gas emissions by 99% by replacing the old machines.
The new eco-friendly vending machines are cost effective and also align with Coca Cola’s
long term objective to create environmentally friendly products. The project will also involve
raising consumer awareness of the new eco-friendly machines through the use of print and
interactive advertising. The project’s budget is $845,000.
3. PROJECT DESCRIPTION
The project will begin with identifying the key locations throughout the downtown core with
high sales generated by the current machines and substantial amount of foot traffic. To raise
awareness of the project a billboard will be installed at Yonge and Dundas square and TTC
advertisements will be purchased. Also, the project will be showcased at the Toronto Green
Living show allowing Coca Cola representatives to interact with and educate the public
about Coca Cola’s newest innovation. The project will also remove and replace 20 vending
machines with new eco-friendly models. Lastly, adequate training will be provided to
employees who are responsible for restocking and carrying out everyday maintenance of the
vending machines to avoid any substantial downtime if problems occur during the day to day
operations.
April 3, 2012
Project Plan
41
4. SCOPE
4.1. Goals and Objectives
Goals
Objectives
Install 20 machines
1. Customer should be satisfied with placement and
installation process of machine, feedback
checklist will ensure this. Results will be given to
upper management.
2. Machines should be fully operational after
installation. Old vending machine should be
properly disconnected and removed to a recycling
facility.
Media Campaign
1. Product awareness through advertising and media
campaign are effective in generating excitement
and knowledge of the new machines.
2. The marketing firm will prepare a post-trade show
report that will give insight into customer feedback
generated at the trade show.
Proper Planning
1. GMV will perform all agreed upon work
accurately, in a timely manner and within the
specified budget. The management plans found
within this plan will ensure that this goal is met.
4.2. Departmental Statements of Work (SOW)
Departmental SOW
Owner
Due Date
Direct Branding Force
Procurement Manager
March 12th, 2012
Printing Vendor
Procurement Manager
March 7th, 2012
4.3. Project Deliverables
Milestone
Project Planning
Instillation of
Machines
April 3, 2012
Date Estimate
February 13,
2012
Deliverable


Location Analysis
Project Plan Approval
March 26, 2012



Delivery Schedule
Installation
Removal of Old Machines
Project Plan
42

Training
Billboard
Installed
March 26, 2012

Artwork from Coca Cola
TTC
Advertisements
Installed
March 26, 2012

Artwork from Coca Cola
Toronto Green
Living Show
April 16, 2012



Booth at Show
Show Promoters
Post-Event Report from
Marketing vendor
4.4. Deliverables Out of Scope

No more than 20 machines will be installed.

Continuation of servicing of the machine once the project is over (after sale
services).

Digital media and adverting background research is excluded since digital media
creation and creative research is provided by Coca Cola.
4.5. Estimated Costs
Work Summaries
A) Project Initiation
Total Cost
$15,000
A1) Sign Contract with Client
B) Logistics
$15,000
$620,000
B1) Delivery/Pick-up Schedule
$20,000
B2) Delivery of New Machines
$575,000
B3) Removal of Old Machines
$25,000
C) On-Site Training
$10,000
C1) Training Schedule
D) Media
$10,000
$200,000
D1) Print Advertising
$29,000
D2) Interactive Advertising
$49,000
D3) Billboard
$24,000
D4) TTC Signage
$23,000
D5) Trade Show
$75,000
TOTAL
April 3, 2012
Cost
$845,000
$845,000
Project Plan
43
5. PROJECT CONDITIONS
5.1. Assumptions

External suppliers will have extensive experience in media and advertising and
will be selected using the methods described in the Purchasing Policy.

The set budget will adequate source of funds to purchase the required materials
and hire the vendors.
5.2. Risks
#
Likelihood
Risk Owner
Project ImpactMitigation Plan
Risk Area
1
Transportation
Delays
High
Logistics
Manager
Scheduling with
30mins cushion time
2
Defective
Machine
(Physically)
Low
Quality Manger
Buy Insurance
3
Staff Injury during
installation
(carrying
machine)
Low
HR
Manager
Ensuring every truck
is equipped with a
first aid kit (safety kit)
4
Project Over
budget
Medium
Project Manager
Cost Manager
Contingency Reserve
5
Lack of previous
Project
Management
experience
Medium
Senior
Management
Seek advice for
senior managers.
Refer to PMBOK,
and GIDO
6
Advertising
Failure
Low
Communication
Manager
Contingency Reserve
7
Weather Delay
Medium
Communication
Manager
Plan ahead (future
forecasts)
8
Cash Flow
Problem
Medium
Cost Manager
Contingency Reserve
9
Cost Overruns
Medium
Cost Manager
Contingency Reserve
10
Employee Strike
(All)
Low
HR
Manager
Hire temporary
(agent) workers
April 3, 2012
Project Plan
44
6. PROJECT TEAM ORGANIZATION PLAN
Project Team Role
Project Team Member(s)
Responsibilities
Project Manager
StephanieCaspick
Responsible for leading and
controlling GMV project team. PM
has final say on all decisions and
manages project life cycle. Reports
to Upper Management.
Scope/ Quality
MaurizioCalabretta
Responsible for keeping project
objectives intact and ensuring
customer requirements are met to
agreed upon standards.
Schedule/ Planning
CarlisLounds
Responsible for planning project
tasks and scheduling required
labour, and delivery/pickup. Focus
on time management.
Cost/ Risk
Karmesh Patel
Responsible for keeping project
within budgetary limits. Controls and
monitors risk and takes necessary
steps to manage it.
HR/
Communications
PedramYousefghahari
Responsible for managing human
resources and allocating them
effectively. Must ensure undisturbed
communication paths at all times for
project team.
Delivery/Installation
Truck Driver
Responsible for driving the delivery
truck and ensuring that the delivery
is made on time. Working with the
Technician to bring in the new
machine and removing the old
machine.
Machine Technician
Responsible for installing the
machines; for testing the machine to
make sure it is in working order;
training the location stakeholders.
Working with the Driver to bring in
the new machine and removing the
old machine.
Procurement Manager
Procuring all the goods and services
required for the project. Ensuring all
goods and services purchased
conform to the GMV Purchasing
Policy and the quality guidelines.
Procurement
April 3, 2012
Project Plan
45
7. ACCEPTANCE
Name and Title
Signature
Date
GMV Sponsor
Coca Cola Senior
Manager
April 3, 2012
Project Plan
46
APPENDIX B
Requirements Traceability Matrix
WBS #
A1
Stakeholder
Requirements
Sign contract with client
System
Components
Project
initiation
B2
Delivery of new machine
Logistics
B3
Removal of old machines
Logistics
C1
Training Schedule
Training
D3
Billboard
Media
D4
TTC Signage
Media
D5
Trade Shows
Media
April 3, 2012
Deliverables as a result
Contract needs to be signed by each
client. After the contracts have been
established, company can commence
with other deliverables.
Technical team will bring new vending
machines to each location.
Technical team will replace old
machines with new machines.
Technical team will be trained and
schedule will be implemented.
Creative team will make a billboard
advertisement to be placed downtown.
Creative team will make a TTC
advertisement to be placed in the
subways.
Green Vending Machine Co. will
participate in trade shows for
recognition.
Project Plan
47
APPENDIX C
Purchasing Policy
Green Machine Vending Co.
Purchasing Policy
Version 5.3
September 2011
Presented by:
Purchasing Manager
April 3, 2012
Project Plan
48
TABLE OF CONTENTS
Policy Objectives
3
Guiding Principles
3
Scope
3
What is a Purchase?
3
Terms of Payment
3
Purchasing Models
3
Purchasing Authorization for Goods and Services
4
Documentation Matrix
4
Preferred Suppliers
4
Identification and Evaluation of Preferred Suppliers
5
Ethical Practices
5
April 3, 2012
Project Plan
49
Policy
Objectives
The objectives of the Green Machine Vending Co. (GMV) Purchasing
Policy are:





Guiding
Principles
To ensure sound purchasing practices throughout the company.
To provide standard guidelines which ensure that proper
purchasing decisions are driven by best value, that proper
controls are in place and that employees exercise proper due
diligence when spending
funds.
To balance the need for process efficiencies and productivity with
appropriate internal controls.
To give guidance to buying personnel, staff assigned to the
purchasing function and others with delegated purchasing
authority.
To give prime consideration to the company’s interests while
seeking to maintain and further long-term ethical supplier
relationships.
The guiding principles for GMV purchasing include:



Obligation to the stakeholders: To source the “best value” goods
and/or services are purchased
Obligation to the Company: To demonstrate the highest degree
of integrity and represent GMV in an ethical and professional
manner
Obligation to the supplier: To treat all suppliers with fairness,
respectand professionalism.
Scope
The scope of this policy encompasses all purchases of goods and
services by out-right purchase, lease, rent and/or contract. This policy
does not cover employee contracts.
What is a
Statement of Work (SOW), contracts and/or agreements issued are
considered legal documents and must outline the commitments and
obligations of both the buyer and seller. The documentation matrix
contained in this policy outlines the required documentation when
commitments to purchase are being made.
Purchase?
Terms of
Payment
Purchasing
Models
Standard terms of payment are net 30 days (upon receipt of goods
and/or services). A supplier will not be paid by the GMV unless proper
original documentation is obtained.
GMV has centralized purchasing for specific goods and services as
outlined in this policy. All GMV purchases associated with those goods
and services must be purchased through the centralized purchasing
group.
Only authorized GMV personnel may purchase goods and services that
are not purchased centrally.
April 3, 2012
Project Plan
50
Purchasing Authorization for Goods and Services
Commitment Value
Authorization Level
Less than $1,000
Purchasing Manager
$1,000 - $25,000
Project Manager
$25,001- $50,000
Cost Manager
$50,001 - $100,000
Vice President
$100,001+
President
Documentation Matrix
The chart below outlines the required documentation for purchases. Because of the complexity
of the buyer/supplier relationship with services and multiple year commitments,formal contracts
are required.
SOWs and contracts, when required, must be issued prior to the commencement of the
relationship with the supplier in order to ensure that the terms and conditions of the purchase
agreement are clearly defined.
If the value of a purchase changes as a result of an increase in scope or quantity, then a new
SOW/Contract amendment will be required only if the new total value causes the purchase to
reach the next commitment level in the Authorization Matrix outlined in this policy.
The vendor may render invoices upon completion of work. By authorizing payment, an individual
is confirming the completion, delivery and quality of work prior to payment.
Purchase Value
Quotes
Purchase Order, SOW or Contract
Goods
Services
$0 to $1,000
None
Purchase Order
SOW
$1,001 to $5,000
None
Purchase Order
SOW
$5,001 - $10,000
3
Purchase Order
SOW
$10,001 +
3
Purchase Order
SOW
Request for Quote (RFQ)
Contract
Contract
Any multi-year purchase
Preferred Suppliers
GMV reduces costs and negotiates favourable terms and conditions by selecting a limited
number of preferred suppliers that are equipped to provide the best value for the budget dollars
available. GMV has a number of preferred suppliers that have been evaluated and identified.
April 3, 2012
Project Plan
51
These suppliers are either the sole source or are among a small number of qualified suppliers
for a category of products or services.
The preferred suppliers identified for these items must be used for all purchases. In the cases
where there are multiple sources, preferred suppliers should be used to obtain competitive
quotes.
Identification and Evaluation of Preferred Suppliers
The Purchasing Manager owns the process for identifying, qualifying and managing preferred
suppliers. Preferred suppliers are evaluated based on the needs of the company and their ability
to score high on the following criteria:






Financial viability and business records & reputation
Fit with GMV
Total cost (value/cost analysis)
Service and support
Quality and capacity
Evaluation of historical relationship with GMV – if applicable
The Purchasing Manager is responsible for identifying suppliers that meet the criteria of a
preferred supplier and maintaining on-going supplier performance scorecards.
Ethical Practices
All authorized purchasers will abide by the GMV Ethical Practices outlined below.






Personnel will decline to accept any personal gift with a fair value greater than $250 per
annum from any person/organization with whom GMV has, or is known to intend to
have, a business relationship, since a personal gift could be perceived as affecting the
judgement of the person receiving it or affect the relationship between such person and
GMV.
Suppliers should always be selected on the basis of best value for GMV.
GMV employees must ensure that supplier invoices accurately reflect goods or services
delivered as outlined in the terms of the purchase order, SOW and/or contract.
The services of GMV are not available to staff or others for personal benefit.
Personnel involved in purchasing activities will handle the confidential or proprietary
information belonging to suppliers with proper consideration of ethical and legal
ramifications.
Purchasing personnel will refrain from any private business or professional activity that
would create a conflict between personal interests and the interests of GMV.
April 3, 2012
Project Plan
52
APPENDIX D
Contract Statement of Work
Green Machine Vending Co
Media Support SOW for Toronto Green Living Show
1. INTRODUCTION
Green Machine Vending Co. (“GMV”) wishes to engage the services of Direct Branding
Force Inc (“DBF”) to provide labour and media support at the Green Living Show (“the
Event”) for the Coca Cola Toronto Green Vending Machine initiative (“the Initiative”).
2. LOCATION AND DATE OF WORK
The Event is located in the Direct Energy Center, Exhibition Place, 100 Princes'
Boulevard, Toronto, ON M6K 3C3. The times and dates of the Event are:
 Friday, April 13 – 10 am - 9 pm
 Saturday, April 14 – 10 am - 9 pm
 Sunday, April 15 – 10 am - 6 pm
The Direct Energy Center will be able to provide all required electrical outlets.
3. PERIOD OF PERFORMANCE
The scheduled start date of the work is March 12th, 2012 and is scheduled to end on
April 18th, 2012.
4. SCOPE
DBF will provide labour and media services including:
 Four individuals to represent the Coca Cola brand and promote the Toronto
Green Vending Machine initiative at the Event
 Selection of the individuals through an interview screening process
o The criteria for the individuals will be:
 Energetic
 Enthusiastic about Coca Cola products
 Under the age of 25
 Training for the individuals prior to the Event
o Topics will include:
 Background about the Initiative
 Environmentally friendly facts about the Green Machines
 Proper customer interaction
 Being a representative of Coca Cola
 Presenting a positive attitude
 20’ x 10’ Booth at the Toronto Green Living Show
 Design of Booth layout
o Including:
 All signage (conforming to Coca Cola’s brand)
 Additional environmentally friendly elements to promote the
Initiative
 Set-up and tear-down of the booth before and after the Event
 Coordination and management of all contracted individuals
 Post-Event reports from DBF staff and Event-day workers
o To include:
April 3, 2012
Project Plan
53


Comments, anecdotes, and concerns gathered through customer
interaction
Approximation on the number of visitors to the booth
5. SCHEDULE
Sign SOW
Approve Marketing Firm Trade Show Plan
Trade Show
Receive Post-Event Report from Marketing Firm
6. FEES BREAKDOWN
The total cost of this SOW is $79,000.
Recruitment and Retention of Individuals
Training of Individuals
Design and Layout Creation of Booth
20’ x 10’ Booth
Set-Up and Tear-Down of Booth
Post-Event Reports
TOTAL
Start Date
Mon 3/12/12
Tue 3/13/12
Fri 4/13/12
Wed 4/18/12
End Date
Mon 3/12/12
Wed 3/21/12
Mon 4/16/12
Wed 4/18/12
$9,000
$5,000
$20,000
$30,000
$5,000
$10,000
$79,000
7. ACCEPTANCE CRITERIA
GMV will consider the work described in this SOW acceptable when:
 The design of the booth has been approved by GMV staff
 Proper set-up and take-down of the booth is complete
 The Event is complete
 The feedback from the Event by GMV Project Manager is positive
 The Post-Event reports have accurately documented customer interactions at
the Event
8. TERMS AND CONDITIONS
8.1 Billing Schedule and Payment Terms
The total amount of this SOW is $79,000. GMV will remit 50% of the amount upon
acceptance of this SOW within two days. GMV will remit the remaining 50% of the
amount upon completion of the work set forth in this SOW within ten days. The payment
will be made in the form of a cheque payable to Direct Branding Force Inc.
“Disbursement Fees” as defined by DBF and agreed to by GMV should be capped at 5%
of the gross value of the SOW. Any additional cost must be approved by GMV in
advance.
8.2 Terms of Agreement
The terms and conditions of this SOW are made effective on the date of GMV signing
and are scheduled to end as of April 30th, 2012.
8.3 Protection and Use of Confidential Information
In this agreement “Confidential Information” means confidential information in oral,
written, or electronic form related to the GMV’s or its affiliates’ clients, customers, or
vendors’ research, development, trade secrets, techniques, processes, procedures,
April 3, 2012
Project Plan
54
plans, policies, business affairs, discoveries, hardware, software, specifications, designs,
drawings, GMV intellectual property and other information and materials, regardless of
its form, other than information in the public domain. Confidential information includes
“Personal Information”, which is information about an identifiable individuals and is
provided to or collected by the GMV, but does not include the name, title or business
address or telephone number of an employee of an organization.
Confidential Information provided by the GMV to DBF pursuant to this SOW shall remain
the exclusive and confidential property of the GMV. DBF will use Confidential Information
only in accordance with this SOW.
5.4 Privacy
DBF agrees to comply with all applicable privacy laws, and includes, without limitation,
the Personal Information Protection and Electronic Documents Act (Canada).
5.5 Claims
In this SOW “Claims” shall include (i) all debts, liabilities and obligations; (ii) all Losses,
damages, judgements, awards, settlements, costs and expenses (including, without
limitation), interest, penalties, court costs and attorneys fees and expenses; and (iii) all
demands, claims, suits, actions, costs of investigation, causes of action, proceedings,
assessments, deficiencies, costs and expenses including, without limitation, all
professional fees and disbursements.
5.6 Notices
Notices must be in writing and will be considered given if delivered by courier or if sent
by prepaid registered mail. Notices shall be delivered as follows:
If to GMV:
Stephanie Caspick, Project Manager, GMV
350 Victoria Street
Toronto, Ontario M5B 2K3
If to DBF:
Kendell McLean, Media Co-Ordinator
33 Yonge St.
Toronto, Ontario M5E 1X6
Green Machine Vending Co.
Direct Branding Force Inc.
Name
Name
Signature
Signature
Title
Title
Agreed to this
April 3, 2012
day of
, 20
.
Agreed to this
day of
_, 20 _.
Project Plan
55
APPENDIX E
Proposed Site Locations
Green Machine Vending Co.
Proposed Site Locations
Coca Cola Toronto Green Vending Machine Initiative
Version 1.0
February 5th, 2012
Presented by:
Stephanie Caspick
Karmesh Patel
Carlis Lounds
Maurizio Calabretta
PedramYousefghahari
April 3, 2012
Project Plan
56
GMV has identified 12 locations that suit the Coca Cola Toronto Green Machine Initiative (the
Initiative). Each location has been chosen based on:

Proximity to the downtown core

Number of visitors

Popularity as tourist sites
GMV has based the recommendations for number of new machines to be installed based on:

The physical size of the location

The number of current Coca Cola vending machines
Site
#
Site Name
001
Toronto Eaton Centre
002
CN Tower
003
Toronto
Islands/Centerville
Canadian National
Exhibition (CNE)
004
005
Harbourfront Centre
006
St. Lawrence Market
007
Air Canada Center
008
Rogers Center
009
Hockey Hall of Fame
010
Distillery District
011
Royal Ontario Museum
(ROM)
April 3, 2012
Address
# of visitors
220 Yonge Street
Toronto, ON
M5B 2H1
301 Front Street
West
Toronto, Ontario
M5V 2T6
9 Queen’s Quay WFerry Ride
210 Princes'
Boulevard
Toronto, Ontario
M6K 3C3
235 Queens Quay
West
Toronto, Ontario
M5J 2G8
92-95 Front St. East
Toronto, Ontario
M5E 1C3
40 Bay Street
Toronto, ON
1 Blue Jays Way
Toronto, ON
M5V 1J1
30 Yonge Street
Toronto, ON
M5E 1X8
Front St. &
Parliament St.
100 Queen's Park
Toronto, ON
50
million/year
# of Coca Cola
Green Machines
to be Installed
2
+1.5
million/year
2
225,000/year
2
2 million/year
1
12 million
visitors/year
1
1 million/week
1
18 million/year
3
3.5 million/year
3
300,000/year
1
10,000/week
1
1 million/Year
2
Project Plan
57
012
Casa Loma
M5S 2C6
1 Austin Terrace
Toronto, Ontario
M5R 1X8
400,000/Year
1
Acceptance of Locations:
Coca Cola Senior Manager
April 3, 2012
Signature
Date
Project Plan
58
APPENDIX F
Schedule Baseline
[See Hard Copy Report or MS Project File Submitted]
April 3, 2012
Project Plan
59
APPENDIX G
Resource Calendar
[See Hard Copy Report or MS Project File Submitted]
April 3, 2012
Project Plan