▲Tri
Management
Project plan
Arran Mofrad, Cherry Gao,
James Harvey, Matthew Sher,
Philip Kim, Sandra Hiew
Table of contents
Executive summary
3
Project scope
4
Deliverables
5
Terms of reference
5
Milestones
7
Technical requirements
7
Limits and exclusions
8
Budget requirements
9
Stakeholders
11
Customer review
12
Communication plan
12
Project priority matrix
13
Risk assessment
14
Risk severity matrix
15
Appendix
A: WBS
16
B: Gantt chart and Network diagram
17,18
C: Customer survey
19
▲Tri Management 2
Executive summary
We at Tri-Management are experts in devising project plans to individuals and companies of different
sizes. From office and house renovations to business conferences, we specialize from a wide range of
different projects. In our latest project, we are working under the City of West Vancouver, seeking out to
transform a 1700 square foot two-storey duplex along the West Vancouver Seawall into a food and
beverage establishment. Tri-Management’s purpose is to analyze and screen through potential
operators and select the best suitable operator.
Our role in the project is to provide our contractors with our project management plan and a basic floor
plan. We will also be dealing with all of the publicity and marketing work. Our contractors will have full
control over the construction and design of the building as long as it follows our budget, schedule, scope
and our overall project plan.
Marketing will be done on both brochures and website throughout the project to generate awareness in
the community. After the grand opening, we would further our marketing through community events,
sponsorships and as well as a customer review survey.
Based on the industry average, the renovation of the house into a restaurant would cost $426,000. The
contractor that is hired must not go beyond our budget plan. Here is a brief break down our budget
plan:
Project management plan
Design
Construction
Marketing
Legal requirements
Grand opening
Total
$50,000
$12,000
$215,000
$30,000
$1,000
$10,000
$426,000
The idea of renovating a house and turning it into a restaurant is to establish a bond with the
community. Having a restaurant along the sea wall is not only beneficial for those who use the sea wall
or looking for a dining experience with view but provide a place that will also bring growth and
reputation for the district of West Vancouver. We highly anticipate the community will support the new
food and beverage establishment. Our success would ultimately benefit our goals and in future projects.
▲Tri Management 3
Project scope
Project description
The proposed project will consist of the construction and renovation of a 1700 square foot two-storey
duplex. The structure was built in 1971 and is largely in the original condition. The property has excellent
exposure with its prominent location next to John Lawson Park, with a pedestrian sea walk path on the
waterfront to the front, John Lawson Park on the east and Argyle Avenue to the rear. Our main goal in
completing this project is to facilitate a food and beverage establishment in the heart of the West
Vancouver sea walk that will help enliven the community and its culture. This is going to be
implemented by choosing a successor company that is established and willing to invest in the project
and finally assume ownership. Our requirements are that the building be transformed into a food and
beverage establishment that meets all required specifications. Renovations and construction of the
surrounding area are the project plan starting point. The building will have two separate indoor/outdoor
patios one in the front and one in the back. (The patios will be used year round). The main structure will
house a full dining room and a take-out option located at the side of the building. All permits and
licensing will be obtained before building begins.
Project Goal
Tri-management will invite submissions of Expressions of Interest from established companies for a food
and beverage establishment on the prominent location of the West Vancouver sea walk. The property is
adjacent next to John Lawson Park, with a pedestrian sea walk path on the waterfront to the front, John
Lawson Park on the east and Argyle Avenue to the rear. The property will need to be renovated and
rezoned and Tri-management would like to hear from potential operators regarding their interest and
potential investment in this project. The company’s preliminary concepts for this project are the
company’s professional qualifications, current operations and business background.
Project Objective
Our project objective is to analyze and screen through potential operators and select the best suitable
candidate that meets the proposed project plan. Through the objective, expectations are that the food
and beverage grand opening will commence in early spring 2011 and will exceed the budgeted forecast
of $426,000.
▲Tri Management 4
Project deliverables

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
Terms of Reference
Project Management Plan
Public Feed Back Report
Floor plan
Marketing brochures
Marketing website
Grand Opening Event
Terms of reference
Date: May 27th, 2010
Capilano University
BADM 318 – Terms of Reference
Start: September 9, 2010
Subject of the Study:
Completion: March 31, 2011
Food and Beverage Proposal
Name and Address of Client:
Capilano University Faculty Advisor
Name: Clay Nelson
Position: CPPB, Manager, Construction and
Contracts
Address: 3755 Cypress Bowl Road
West Vancouver, BC
Telephone: 604 925 7062
Name: Cyri Jones
Client’s Contact Person
Student Names, Telephone, Email
Name: Sandra Hiew
Position: Administrator of Tri Management
Telephone: 604 555 0000
Email: sandrahiew@gmail.com
Position: Instructor
Telephone: 604-783-8601 (cell)
Email: cyrijones2@gmail.com

Arran Mofrad
arran87@hotmail.com

Cherry Gao
gaotian_456@163.com

Philip Kim
▲Tri Management 5
philip.k.kim@hotmail.com

Matthew Sher
matthewsher@live.com

James Harvey
jbharvey@shaw.ca
Identify the General Nature of the Client’s Goal
The goal is to have established companies invest in a food and beverage establishment on the
West Vancouver Sea Wall. The objective is to have the successful candidate manage and
operate the facility.
Identify the Difficulties Caused by the Problem (symptoms)
Difficulties will include:
-
Permits
Licensing
Financial investor(s)
Lack of professional qualifications
Limited business background
Description of the deliverable our group will be creating for our client:
-
All the permits and licenses have been granted
Renovations scheduled complete
Status updates on website
Marketing
Benefits to be Expected from this student deliverable:
-
Project management experience
Applying techniques that were taught in lectures
Constraints: Limits imposed on our deliverable (technical, cost, time, confidentiality, etc.)
- Milestones (schedule: major segments of work to be completed on time, on scope and
on budget)
- Proposals that are too ambitious and present a lot of uncertainty that may affect the
overall goal of the project
Criteria for Evaluation: Basis for measuring success of student project (judgment, quantitative,
etc.)
- Reviews with customers after approval or closure
Approved by Client (primary stakeholder)
Agreed: Students
▲Tri Management 6
Signature:
Signature:
Date:
Date: May 27, 2010
Signature:
Date: May 27, 2010
Signature:
Date: May 27, 2010
Approved by industry stakeholder
Approved by Capilano University
Signature:
Signature:
Date:
Date:
Milestones
Dates:
Milestones:
Thursday, October, 14. 2010
Schematic Design Agreement
Thursday, December, 16. 2010
Finalize Construction Agreement
Thursday, March, 10, 2011
Construction Completed
Thursday, March, 31. 2011
Celebrate at Grand Opening
Technical requirements

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






All building permits must be secured before work is to begin
Building structure must meet West Vancouver building requirements and city codes
Environmental standards such as creek preservation and seawall shoreline be adhere to
Ceiling height must meet public building standard of 6.34 ft
All Kitchen grills and fryers must have standard hood vents
Handicap parking spaces(3) at entrance of building
Wheelchair accessible amenities (ramps, bathrooms)
Outdoor Patio(s) must meet West Vancouver building standards:
Front no more than 22 seats, Back roof top no more than 28 seats
Seismic and stability tests performed and passed
▲Tri Management 7
Limits and Exclusions






Original frame of house must be kept.
Construction must be between 7:30am to 8:00pm during the weekdays
Construction that falls on a Saturday must be between 10:00am to 8:00pm
No construction is allowed on holidays or Sundays
West Vancouver Building Bylaws
Government property is not to be altered, ie: fence, seawall path
Constraints
Time
One of our biggest constraints is the amount of time allowed to be worked on the site. Due to the city
bylaws on when construction is allowed to be done, there will be hours that are unused which could be
used towards the construction. Weather may also play a major factor in construction of exterior, due to
winter weather we anticipate lost day(s) due to weather.
Resources
Our main resources are the contractors we select. However the contractors we select may not end up
being the ideal selection due to budget and availability. One problem that the contractor would be the
quality of work can encounter workers that have little to no experience which can ultimately affect the
quality of the renovation. This could occur due to our Budget Restraints.
Milestones
Milestones throughout the project fully rely on the timing and schedule of the contractors. What we can
do is predict and give suggested milestones for our contractors, but the actual milestone dates will not
be within our control.
Budget
After analyzing and considering many different factors, the budgeted amount should not be over than
$426,000. This amount may constrain contractors from using prestigious materials for renovating and
would require contractors to manage their cost/spending wisely.
Assumption
Time
Even though time maybe one our biggest constraints, we still have a basic idea or deadline of when
everything must be completed. We would assume that the renovation of the restaurant would be
completed by our deadline and will be operating by March 31, 2011.
Budget
We assume that all estimates are accurate within a reasonable amount of percentage and also that our
contractors will not go over the budget of $426,000. Though our budget is at $426,000, under the right
circumstances we can be flexible up to $500,000.
Legal
We will assume that all procedures prior, during and after the construction and renovation of the
▲Tri Management 8
building will be legal, following all of West Vancouver bylaws and regulations. Based on this assumption
we will assume that there would be no fines or lawsuits held against us.
Resource
For resources, we would assume that contractors are available for the project. After the contractor is
selected we will assume that he/she will has necessary skills and expertise in looking for diligent workers
and completing the renovation meeting our deadline. We would also assume that all technology will be
up to date and that equipments and materials will be accessible throughout the timeline of the project.
Budget requirements
Analogous budgeting based on previous projects
Industry Average
Average
Total startup cost (no land purchase)
$451,966
Startup cost per sq. ft (no land purchase)
700,866
Start up cost per seat
3,759
Cost overrun compared to budget
32%
Construction Cost $
267,547
Construction Cost of overall startup %
50%
Construction cost per sq. ft
%68
Kitchen and bar equipment cost$
$120,982
Land and building cost$
$301,426
Space Requirements
Average
Total sq. ft
3994
Kitchen sq. ft
1024
Kitchen % of overall sq. ft
29%
Total # seats
149
Sq. ft. per seat
34
▲Tri Management 9
Food and
Beverage
Restaurant
Project
($426,000)
Project
Management
Plan
($50,000)
Design
(12,000
)
Construction
($215,000)
Marketing
($30,000)
Hire
Architects
($10,000)
Permits/
Licenses
($5,000)
Hire Main
Contractor
($10,000)
Renovation
($200,000)
Legal
Requirements
($1,000)
Design
Website
($20,000)
Grand
Opening
($10,000)
Brochures/
Flyers
($10,000)
Facility
Inspection
($2,000)
Budget requirement
(based on phone interview with personal contact Henry Wong, private contractor)
Project management plan
Design
Construction
Marketing
Legal requirements
Grand opening
Total
▲Tri Management 10
$50,000
$12,000
$215,000
$30,000
$1,000
$10,000
$426,000
Stakeholders
We have composed a list of six essential stakeholders that will be affected by the restaurants
development.
Customers
They are the lifeline to the success of the business. They provide the revenue for the business and inject
cash flow to be able to cover the expenses incurred. You want the customers to become “accustomed”
to attending the restaurant. Maintaining a strong customer base will create a sense of trust in the
relationship between clients and the restaurant.
Employees
These are the individuals who are hired to provide services to the restaurant on either a full time or part
time basis in exchange for compensation. They are the face of the company and demonstrate its mission
and vision through serving customers.
Residents of West Vancouver
As the restaurant is being developed in West Vancouver, the residents who occupy the area hold a lot of
influence in the success of the business. The visual appeal and achievement of the restaurant adds to
the region’s growth and reputation. It is important to have a strong bond with the residents in the
community. The success of the restaurant also depends on their ability to refer potential customers
through word of mouth and surveys. Support from the community will be critical for the project to be
successful.
City of West Vancouver
The municipality of West Vancouver holds a valuable stake in the business. They must approve permits
and regulations to contractors in order for the restaurant to be successfully developed. They provide the
initial outlet for RFP’s (requests for proposals) to be submitted. They hold a tremendous stake in the
establishment of the land as it is land owned by the City of West Vancouver.
Owners & Investors
These are the individuals who put forth financing towards the project development. They hold assets in
hopes of achieving capital gains in the near future. They hold an enormous stake in the survival of the
restaurant as they are the participants who supply the initial capital needed to design and build the
establishment.
Contractors
The contractors and sub contractors involved hold a stake in the development of the project. They are
required to construct and build the restaurant. Their resources and reputation are on the line to
successfully build the facility.
▲Tri Management 11
Customer review
Once the restaurant is complete, it will be essential to retrieve customer feedback. To be able to run a
successful restaurant, you have to cater to customers’ needs. The image that the restaurant emulates in
the area is a key factor in its survival. The positive or negative comments that we receive will help steer
the restaurant into the direction that the clientele you serve hope for. These factors include:

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

Quality service
Great food
Friendly staff
Cleanliness
Noise level in and around neighbourhood
Price of food
Implementing a simple survey at the end of a customer’s meal is a great tool to generate feedback. To
gather beneficial results we recommend offering an incentive for customers to fill it out, for example
offering a 10% discount on their next visit to the restaurant. This will encourage them to come again and
give some insight as to what worked well and what did not. Implementing an online survey through the
restaurants website is another way to receive responses as to what changes need to be made. We also
recommend interacting with the local community by going around the neighbourhood and encouraging
locals to attend. Through word-of-mouth, you will be able to generate a “buzz” about the restaurant and
persuade local residents to experience something new. Being an active member in the community by
supporting local charity’s and events will show the social-responsibility of the restaurant and its
commitment by staff and employees.
The success of a restaurant is a day-by-day process. The element of the customer review process is
indispensable. It is an ongoing task and one that should not be overlooked. Please refer to the Appendix
for an example of a questionnaire for customer feedback.
Communication plan
Tri Managements’ plan is to effectively communicate with all the project stakeholders that were
mentioned prior. The most essential group of stakeholders in the communication plan will be the local
residents of West Vancouver, the contractors, and the West Vancouver Municipality. Below is the
communication matrix that outlines the channels of communication that will be utilized during the
project.
What Information
Target Audience
When
Status reports
Clay Nelson
(Project
Coordinator)
Public and
contractors
West Vancouver
Issues reports
Change requests
Source
Weekly
Method of
Communication
Phone and e-mail
Monthly
Phone
Risk Manager
As needed
Phone and e-mail
Project Manager
▲Tri Management 12
Project Manager
Municipality and
contractors
Outsourced task
Outsourced
requests
contractors
Project update and Clay Nelson
task delegation
Status of
West Vancouver
development
Community
Weekly
Phone and e-mail
Contract Manager
Bi-monthly
Meeting and email
Press release and
public hearing
Project Manager
Monthly
Project Manager
Keeping the communication channel open is paramount to the success of the project. A mail out form
will be issued to all residents in the West Vancouver community three months prior (July 20, 2010) to
the start of construction. This letter will discuss the project goals and the particular phases that the
project will be going through, and the start and end date (September 20th 2010- March 31st 2011).
Notifying residents 48 hours prior to such disruptions such as sewer main development is crucial. The
construction hours of the restaurant will also be stipulated (Monday to Friday from 07:00- 17:00). This
will ensure residents are not affected by any noise that will occur. We believe holding monthly meetings
will be a beneficial tool to give residents of the community recent updates of the project and to answer
any questions or concerns that they may have. Providing contact information (phone, fax, email) of the
key personnel in charge (Project Manager, West Vancouver Municipality) will also be issued to the
community to allow them to forward any concerns. Tri Management will receive daily updates from all
contractors and key members involved and will be a constant present in the development of the
restaurant. Maintaining the communication channel between the developers and residents are key to
the success of the entire project.
Project priority matrix
Time
Constrain
Enhance
Accept
Performance
Cost
X
X
X
Our project wants to meet all stakeholders’ expectation, it is important to set criteria around the
project’s scope, cost, and schedule. The most important criterion for our project is the cost. All
stakeholders do not want to see our project‘s cost exceed the budget and we should pay most attention
to the cost. Another criteria is that the performance. Building the restaurant in West Vancouver will
give a lot of benefit for the people who live nearby and the West Vancouver community. The restaurant
can offer the locals a larger selection of food without walking a far distance to find a restaurant. Our
project is to enhance the features of the old house without having the contractors to rebuild the house
hence saving cost for the project and allowing the West Vancouver Community to spend money on
other areas needed. The last important criterion is the time. The project is expected to last for at least
seven months; however, compared to the construction of the Vancouver 2010 Winter Olympic Games,
this project is rather short. Also, this project will not congest traffic with the roads near the sea wall.
Even if so, road blocks will only be temporally and quick.
▲Tri Management 13
Risk Assessment
Risk
Probability
(%)
Cost ($)
Permits
5%
$5,000
Schedule
75%
$250,000
Natural disaster
2%
$900,000
Environment
protesters
3%
$10,000
Cancellation of
project
Financing
30%
$400,000
80%
$200,000
Budget increase
Construction
mishap
Resources
unavailable
Miscommunication
Project does not
meet scope
Employee strike
85%
63%
$200,000
$150,000
15%
$35,000
75%
55%
$10,000
$120,000
1%
$50,000
Safety
25%
$80,000
Public approval or
rejection
12%
$500,000
Total cost ($)
Contingency
$250 Reapply with
new
modifications
$187,500 Overtime
$18,000 Rebuild or
reinforce
$300 Provide more
information
$120,000 Find new
stakeholders
$160,000 Find another
bank
$170,000 Cut cost
$94,500 Extend
schedule
$5,250 Change design
$7,500 New c contact
$66,000 Reconfigure
scope
$500 Hire nonunion workers
$20,000 On site safety
inspector
$60,000 Provide more
information
▲Tri Management 14
Who is
responsible
Project
manager
Project
manager
Emergency
response
Public
relations of
West
Vancouver
Council
Stakeholders
Stakeholders
Contractor
Construction
foreman
Suppliers
Stakeholders
Project
manager
Contractors,
construction
foreman
Construction
foreman
West
Vancouver
City council
Risk severity matrix
Likelihood
Insignificant
Almost
certain 80100%
Likely
60-80%
Possible
40-60%
Unlikely
20-40%
Rare
0-20%
Consequences
Moderate
Minor
Major
Financing
Severe
Budget
increase
Miscommunication Schedule
Project does not
meet scope
Safety
Permits
Environmental
protestors
Employee
strike
Resources
unavailable
Public approval or
rejection
▲Tri Management 15
Construction
mishap
Cancellation
of project
Natural
disaster
Appendix A: WBS
1.0
Food and Beverage Restaurant Development Project
($426,000)
Project Management Plan
($50,000)
Scope
TOR
Budget
Design ($12,000)
Time/Schedul
e
Public
Feedback
Screening
Architects
Marketing($30,000)
Construction ($215,000)
Hire
Architects
($10,000)
Facility
Inspection
($2,000)
Design Site
($20,000)
Permits/Licen
ses ($5,000)
Floor Plan
Schematic
Design
Agreement
Screen
Vendors/Cont
ractors
Interior
Development
Inspection
Finalize
Construction
Document
Hire main
contractor
($10,000)
sub
contractors
Job Posting
Tear Down
Plumbing and
Electrical
Renovate
($200,000)
Operations
Finalize
Brochures/Ad
vertising
($10,000)
Legal Requirements ($1,000)
Business and
Liquor
License
($1,000)
Health/
Safety
Inspection
Grand Opening ($10,000)
Make
Invitation
Insurance
VIP Invite
Contact
Guests and
Guestlist
Promo
Campaign
Menu
Security Plan
Appendix B: Gantt graph and Network diagram
▲Tri Management 17
▲Tri Management 18
Appendix C: Customer Survey
Questions
Rating Scale (1-5)
1 Extremely Unsatisfied, 2 Somewhat
Satisfied, 3 Satisfied, 4 Very Satisfied, 5
Extremely Satisfied
1. What is your overall perception of the
new restaurant in West Vancouver?
1
2
3
4
5
2. Do you believe the area has become
more busy and congested?
1
2
3
4
5
3. Has there been an increase of noise
disturbance in the area since the
restaurant opened?
1
2
3
4
5
4. What were your overall thoughts on
the public consultation process?
1
2
3
4
5
5. How happy are you with the physical
location of the new restaurant?
1
2
3
4
5
6. Has parking become more of an issue?
1
2
3
4
5
7. Please briefly write your overall
perception of the new restaurant
establishment.
1
2
3
4
5
Comments:
▲Tri Management 19
▲Tri Management 20