PolyHouse Tool

Container Project

IME 303

Fall 2013

Alek Squires

Blake Ahrold

Brayden James

Jack Walsh

Keoni Sanchez

Mickey O’Crowley

Nikhila Perugupalli

Tiffany Saffronof

Table of Contents

Introduction 1

Project Definition 4

Project Charter 5

Statement of Work 6

Communication Plan 5

Project Planning 4

Work Breakdown Structure (WBS) 6

Schedule 6

Risk Assessment 5

Budget Allocation Plan 5

Resource Allocation Plan 5

Project Control 4

Project Execution and Implementation 5

Post Project Audit 5

Conclusion 4

Appendix 4

Document 1: Project Charter 5

Document 2: Risk Assessment Matrix 5

Document 3: MS Project Schedule 5

Document 4: Budget Proposal 5

Document 5: Cost Analysis 5

Document 6: Project Execution Reference Images 5

Document 7: Schematic for Layout of Bins 5

Document 8: Tools Check-Out Sheet 5

Document 9: Work Breakdown Structure 5

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Introduction

Project management is a crucial framework used to meet goals by managing the initiation, planning, execution, monitoring and closing out of a project. The multitude of tools used in project management allow project managers and their teams to execute a project properly while assuming full control of it throughout the entire process. The PolyHouse Tool Container Project was planned and implemented with the use of project management skills and tools by eight members of the IME 303 Fall 2013 section. The aim of the project was to move the tools used by the PolyHouse project members from their old cluttered storage space to a new container with an organization system. The following report outlines the different use of project management methods, analysis of the documents utilized and a thorough explanation of the execution process that was used to plan and implement the project.

Project Definition

In the first phase, prior to starting the project, several steps were taken to define the project. These steps included the creation of a Project Charter, Communication Plan and Statement of work. Each document was created together as a team and agreed upon by each member. These documents were used as the foundation and rules for the execution of the project and as a reference throughout the course of the project.

Project Charter

The project charter defines the scope, objectives, and overall approach for the tasks to be completed. 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. The project charter (Document 1 of Appendix) was the first document created and includes the following:

An outline of the proposed project:o The mission for the project is to first create a design for

the new room and then implement the design by December 2013 in order for the PolyHouse project members to increase efficiency in retrieving the

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tools,create a system for organizing new tools, and allow for general students to check rent tools.

o The vision is to have a tool room in which old and new tools can be clearly marked, organized, accounted for, and readily available for non-PolyHouse team member usage.

Purpose of the project:o The current problem is that the tools are being stored in a

room in a cluttered manner which complicates the finding of the tools, keeping the tools clean and organized, and disables the option of allowing others to use the tools while PolyHouse is not an active project. The solution is to organize the tools using different processes and enable the new room to be a functioning tool renting area.

o This project is critical for ensuring that the PolyHouse project goes smoothly in terms of using the tools for building a house. It will allow for organization and increase the efficiency for retrieving tools. It will also provide an area on campus in which other community service entities or students in general can rely on for renting tools.

Project Manager: o The project manager role was assigned to Nikhila

Perugupalli as a team decision.o The project manager is responsible for keeping track of

schedule and deadlines, project charter and receiving deadlines, and setting up meetings for team members, and overseeing the entire project.

Statement of Work

The Statement of Work (Document 1 of Appendix )is essential for initiating, planning, executing, controlling, and assessing the project. It is the point of reference on this project for goals and objectives, scope, organization, estimates, work plan, and budget. It includes the following:

Purpose Statement:o The purpose of this project is to create an organized

storage space for the PolyHouse tools in which PolyHouse and non-PolyHouse students can check out tools for use in their projects. The approach that will be taken to meet

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goals and objectives is to work collectively as a team. The team will use their previous internship experience as well as knowledge from classes to create a tool room design for implementation.

Scope Statement:o The scope of this project is to create and implement an

efficient design for a storage room of the PolyHouse tools within a two month duration for use by PolyHouse members and non-members.

Deliverables:o The deliverables of this project are an organization system

for the tools and materials and a checking out system for tools.

Cost and Schedule Estimates:o The cost estimates for this project are outlined in the

Budget proposal (Document 4 of Appendix). The budget is an extremely accurate estimate because the process for gathering this estimate included first going to Home Depot and deciding exactly which and an estimated number of bins, shelves, and trashcans were needed , then putting together a budget proposal and submitting it to Professor Javadpour for approval. The cost estimated is around $857.00.

o The schedule (Document 3 of Appendix) was organized and created after seeing the original cluttered tool room. The deadlines and sequence of WBS elements were created before the actual start of the project which accounted for some of the changes to the schedule during the course of the project due to time and resource constraints.

Objectives:o The different objectives for the project are to organize the

tools, provide easier access to tools for non-PolyHouse team members, and create space for new tools to be kept and easily assimilated into the current system.

Stakeholders:o Project Team Members: Alek Squires, Keoni Sanchez, Blake

Ahrold, Jack Walsh, Mickey O’Crowley, Brayden James, Tiffany Saffronof

o Project Manager: Nikhila Perugupalli

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o Customer: Roya Javadpour, Jose Macedo, future PolyHouse project members, and students wanting to check out tools.

o Sponsor: Roya Javadpouro Management: Roya Javadpour and Jose Macedo

Chain of Command:o The project members report to the project manager. o The project manager and the team report to the customers.

Communication Plan

The Communication Plan (Document 1 of Appendix ) was developed in order to make sure that there are proper systems of communication in place so that the project follows a smooth order and risks can be easily mitigated. The communication plan is as follows:

The team will have weekly meetings to ensure that the project is going on schedule and deliverables are completed on time. The project manager and team members will be available for communication via email, Facebook or group text message. If the team is behind schedule then an emergency meeting will be called and the team will come up with a solution to get back on schedule. The team members will complete their assigned deliverables and turn them into the project manager for review. The deliverables will then be discussed at the meeting.

Conflict Resolution Plan:

o Meetings will be scheduled at time that all team members are available to meet so no person is excluded or needs to be caught up later.

o If a team member realizes he/she will not complete a deliverable on time, then an emergency meeting must be called in order to discuss the problem and come up with a solution.

o All problems must be discussed as a group except in situations where the conflict is between two people. If

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this happens then those two people as well as the project manager must resolve the issue together.

o Each person is held accountable for their deliverables by the project manager. The project manager can call a one on one meeting to discuss problems regarding deliverables with team members.

o If a conflict arises with another team member, the project manager must be notified first in order to come up with a plan of action.

Project Planning

In the second phase, the project was planned through analysis of different strategies and evaluation of documents such as a risk assessment matrix, Work Breakdown Structure, MS Project Schedule and budget and resource allocation proposals. This phase was crucial in eventually executing the project because it allowed the team to account for constraints and future difficulties and strategize ways in which to mitigate them and carry out a smooth implementation.

Work Breakdown Structure

The work breakdown structure (WBS) includes all the necessary tasks needed to successfully complete this project. However, before this document can be created, the project team needs to create a list of goals to determine the actual scope of this project and what to expect at completion. These goals are based off the conditions of the original tool room, amount of space and resources allocated for the new tool room, and as well as the expectations from the team and all stakeholders. Once the goals are decided, a WBS can finally be developed.

The WBS for this project (Document 9 of Appendix) includes five major tasks which are broken down into subtasks for the team to complete. Different members of the team are responsible for making sure each individual task is completed. While the team divides up the work, deadlines are also developed to ensure the project can be completed in a timely manner. These deadlines are estimates of how much time each task should require based off the time constraints for this project, as

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well as the knowledge of all group members. Once all the deadlines are proposed and tasks are assigned, the team can finally begin working on the project.

Schedule

This project was found to be schedule oriented, rather than cost oriented. It took more time to complete than originally expected, however the team was still able to finish ahead of schedule. As the project progressed, the team found the original estimates to be incorrect, causing deadline changes to be made in the WBS. As a result, the order of completion for each task changed. The original plan (Document 3 of Appexndix) was to complete inventory first, followed by labeling, transporting the tools, and finally implementing. Planning the layout needed to be finished before implementation, but was to occur throughout the duration of the project and to be modified based off the number of tools and resources available to the team.

The actual order (Document 3 of Appendix) for completed tasks was the following: transport tools, inventory, implement layout, and labeling. Reasons for these changes were caused by resource and time constraints due to incorrect estimates for the time required to complete each task. Moving all the tools required more time, about two extra days, than the one day originally expected. Inventory was done afterwards taking the expected amount of time of one day. Implementing the layout also took longer than expected since the team was constantly moving tools and materials in and out of the new tool shed. The total amount of time needed to implement the layout took three days, which also included getting and setting up the shelves, categorizing, and labeling everything. Overall, the project required double the amount of time to complete, however due to the extra time put in, was finished ahead of schedule.

Risk Assessment

The risk assessment (Document 2 of Appendix) is a crucial part of any project. Unfortunately projects rarely go exactly as planned, problems occur along the way that must be dealt with mid project. In order to mitigate the damaging affects these problems may have on the project a risk analysis must be done ahead of time to identify what may go wrong and therefore prepare for it. The risk analysis done for this

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project lays out the potential problems that might occur. In the case that they do occur, a number (1 low, 5 high) has been assigned to each risk to assess the likelihood of it occurring, and the negative impact it would have if it did occur. These two numbers were then multiplied together to get the all-important Risk Rating, which is how the risks are ranked. The final column outlines when this problem would occur so that the team can be aware when it does arise. Data was also used to create a risk matrix, which shows the information from a different perspective. Overall, since the risk assessment is done before the actual implementation, time will be saved and make the project run much smoother. The following are some risks that did occur and the solutions used to mitigate them:

A lack of resources for labor; the entire team could not meet at one time due to schedule constraints

o The solution was to bring in extra resources by offering incentives. By sending out an email to the IME 101 class, one student volunteered and received pizza as an incentive.

Home Depot did not have the proper sized bins that were needed when they were supposed to be picked up.

o The solution was to change the sequence in schedule to account for lost time in acquiring bins, and additionally using old bins to reorganize tools until new ones arrived.

The team was not able to work after dark due to not having any external lights.

o The solution was to meet during daylight time and weekends. In situations when the entire team could not be present together, shifts were taken to work on the project in terms of moving tools, reorganizing and doing inventory.

The container was not large enough to fit all of the tools and materials from the old storage space.

o The solution was to place the larger stand-alone machine items (i.e. the table saw) in the middle of the two rows of shelves.

Budget Allocation Plan

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This project was more schedule centric than cost centric. For this reason, the budget was not allocated to each task, but rather to the project as a whole. The process used to gain the money needed to purchase materials for the new container was fairly simple. The project team, after taking measurements of the new container, went to Home Depot with a goal in mind of the types of materials that needed to be bought (bins and trashcans for storage, shelves, tie-downs). The exact materials were documented and written down in a budget proposal (Document 4 of Appendix) that included the type of material, quantity, and price of each. The total budget obtained in the proposal was $856.72. Attached with this budget proposal was also the proposed options for the layout of the container which included exactly where the new purchased materials would be located (as a means of justification for why the team needed each material). This budget proposal was then submitted to Professor Javadpour for approval. Upon approval, the items were purchased from Home Depot but with a 20% discount, meaning that the team was under budget for the project. Analysis of the cost allocation is as follows:

The BAC of $856.72 equalled the BCWS of $856.72. The ACWP’s reduced value ($681.74) comes from the acquired

20% discount received when purchasing materials at Home Depot.

The cost variance was positive because of the ACWP being less than the BCWP.

Since the project involved only one purchase, the PC (100% complete), CEAC ($681.74), and TCPI ($0.00) were simple calculations.

CPI was 1.26 which confirms that less money was spent than budgeted.

Resource Allocation Plan

The resource allocation plan was a vital part of this project since the required amount of manual labor and inventory time was lengthy. The team utilized labor, material and equipment resources are follows:

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By emailing the IME 101 class and offering an incentive, one volunteer helped with labor. The rest of the labor was performed by the eight group members. The labor was required too:

o Move all materials and tools from old storage space to container (over 24 hours of labor performed)

o Organize all materials and tools most efficiently and categorize them into bins

o Take inventory on all tools and materials to report an accurate amount of items left over from previous PolyHouse projects

o Label all boxes according to the materials and tools within each container

The material required for the project was acquired through purchase from Home Depot.

o Bins, shelves, tie-downs , trashcans and tie-downs were bought

o Pizza and water were purchased during inventory day as an incentive to stay the entire time.

o The original shelves and storage bins that were in good shape were used to organize the container as well.

The equipment used was a truck for transportation to Home Depot to bring back the materials and carts and dollies to transport the tools from the old storage space to the new container.

Project Control

In the third and final phase of the project, the project plan was executed and the design layout was implemented into the new container. In this phase, it was critical to follow the schedule and the foundation that was created in the beginning two phases of the project. Following the guidelines and adhering to the proper schedule, budget and resource allocation allowed the team to reach their goal. When difficulties were noticed, they were immediately mitigated by using the contingency plans created in the risk assessment matrix. The schedule did change as the project progressed in order to keep up with the sequential changes that were required to properly execute the project. The original estimated schedule had to be changed to account for

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delay and improper estimating of the sequence of events. The project was executed over a period of two months from October 1st to December 2nd.

Project Execution and Implementation

The project was executed by following the WBS. The steps taken are as follows:

1. The tools were moved from the original storage space in Building 192 to the new storage space (the container in the courtyard).

2. After moving all the tools, the team was able to get a clear picture on exactly how many tools and materials were inside the room. This allowed the team to decide from the possible options that were brainstormed (during the creation of the budget proposal) for the layout of the inside of the container. These options can be seen in Document 4 of the Appendix. The most viable option was picked (Option 1) because this fit the most shelves and the trashcans and would allow every piece of equipment to be moved from the old storage space to the new one.

3. The shelves that were purchased from Home Depot were then built. In order to put these shelves into the container, all the newly moved tools had to be again moved out.

4. The tools and materials were then categorized by putting like items with like items and were distributed into specific sized bins depending on the amount of each item in a category. See Document 6 of the Appendix, Image 1 and 2.

5. These categorized bins were then moved into the container. The heavier bins and machines were put on the bottom shelves and the smaller ones on top. See Document 6 of the Appendix, Image 3.

6. During the categorizing of the bins, inventory was taken on all of the items.

7. A checking-out system was created with the use of this inventory list, a schematic of where each categorized bin is located (Document 7 of Appendix) and a sheet for noting down information about the tool and the person checking out the tool (Document 8 of Appendix).The check-out system process is simple in that the person who wants to check out a tool for a Cal Poly specific project asks a person who has a key to the container (IME Department office, Roya Javadpour, or Martin Koch) to check out a tool. They then open the container for them and the person uses the inventory list to first check if the tool they

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want is available. If it is, then they use the schematic to find exactly where the tool is located and retrieve the tool. They write down on the check-out sheet their name, the date and time the tool is being checked out and the person authorizing the check-out (the person who opened the container). When they are done using the tool, they again ask the person to open the container and return the tool to the place where they retrieved it from and write down the date and time the tool was checked back in on the check-out sheet.

8. Finally, the shelves were all tied down to prevent falling of bins or heavy objects. See Document 6 of the Appendix, Image 4.

Post-Project Audit

The post-project audit is critical to finishing a project properly because it allows upper management to see an analysis of how to improve projects in the future and allows for long term success in other projects. The post-project audit conducted for this project allowed the team to realize the strengths and the aspects of the project that went smoothly as well as analyze the areas for improvement and the lessons that were learned throughout the project process.

This project was intended for the team to utilize project management skills to efficiently manage the project using documents and tools. Although it was important that the project vision and goals be met, the actual process of meeting those goals and utilizing project management tools was also crucial to completing the project in a proper manner. There were eight members on the team with the same amount of technical skills because of the similarity in IME classes taken. The project mission stated that the team would create and implement an efficient layout design for the new storage space to increase efficiency in retrieving tools and allow for all students to be able to check-out tools. The objectives were to reach these goals from a project management stand point. These goals were achieved and therefore the project was overall a success. In the short amount of time that was allotted to complete the project and with the team resources, the project ended ahead of schedule and only incurred risks that were able

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to be mitigated. The aspects of the project that were done properly and without difficulties were:

The layout of the bins in the containero In the beginning when the original room was first seen, the

team felt that all the tools and materials in there would not be able to fit in the container.

o But, after creating the layout so that everything had a place, the team realized that there was an efficient manner in which to organize the shed so that each tool/material fit into it.

Finishing the project ahead of schedule even with delayso There were many delays and difficulties that occurred

during the course of the project, but the team mitigated them and finished the project ahead of schedule.

o This was done through continuously auditing the project during the course of it and changing the sequence of tasks and deadlines to match the problems that were happening.

o The team was extremely flexible and adapted to the changes in the schedule which allowed everyone to work together to finish the project on time.

o The team also comprised of eight members which made meetings difficult. This problem was solved by everyone meeting in shifts to complete the different phases of the project as well as using a Text Messaging Group to discuss the project so that everyone’s opinion would be heard.

Utilizing excellent teamwork skills o The team was the largest in the class which meant that the

project manager was responsible for properly communicating with the team and relaying messages as well as gathering everyone’s opinion.

o The project team utilized great team work skills when designing and implementing the project and overcame problems through good communication.

There were however also aspects of the project that the team would have performed differently if the project were to be restarted, such as:

Utilized better scheduling techniqueso The most important part of the project was adhering to the

schedule and its sequence as well as deadlines.

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o The team started the project later than was originally planned which created a change in sequence along with the project not being done in a properly spaced out method. The project ended up being completed over a shorter course of time.

o If the project was to be re-done, the project team would strictly follow the schedule.

Utilized better resource planning methodso When the original tool room was first seen, the team felt

that its eight members could be able to handle the manual labor required for the project and for moving the tools.

o Once the actual moving process started, it was easily seen that eight people was not enough and more people were needed to efficiently move everything. But by the time this problem was realized, it was too late and too far into the project to contact more resources and outside help.

o If the project was to be re-done, the project team would start earlier to contact outside help for moving and doing inventory of the tools.

Created a better sequence of movement of toolso Since none of the team members had experience with such

a project, the sequence of events was developed without too much knowledge.

o One area where the sequence of events was extremely inefficient was the movement of the tools. The tools were moved from the old storage space to the new one. This was done BEFORE the new shelves were built. Therefore the tools were moved into the new container and then had to be moved out again to put in the new shelves and then moved back in after putting in the shelves.

o If the project was to be re-done, the sequence would be in such a way that the shelves would be put into the new container before the tools were moved in so that moving the tools into the container would only occur once.

The lessons that were learned from this project are as follows and ranked by importance:

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1. The project schedule is the foundation for a project. Not following a schedule means inflicting unnecessary stress and creating risks that could otherwise be easily avoided.

2. Hire manual labor when the amount of labor required is more than 20 hours.

3. Working together as a team means reaching goals and having a successful project.

4. Think critically of the next steps before performing them. For example, moving the tools before shelves were built.

Conclusion

The PolyHouse Tool Container Project was completed by a team of eight

members in the IME 303 Fall 2013 section. The team was presented with the

problem of a cluttered tool room in which the PolyHouse project tools that

have been accumulated over the years are kept. The solution proposed by

the group was to move these tools into a new container located in the

courtyard of building 192 and organize them in such a way that any tool

could be easily located and checked out. Project management tools and

techniques such as a project charter and statement of work, communication

plan, scheduling, budget and resource allocation, WBS, risk assessment and

post-project audit were utilized to properly plan and execute the project. The

vision of the project was achieved since the tools were moved to the new

container, a system of organization was designed with a proper layout, and a

checking out system was developed. Throughout the process, risks were

mitigated and the team learned many lessons (the most important being

that schedule is the most critical part of the project and needs to be strictly

followed). Overall, the project had a positive outcome since the goals and

objectives were achieved and also allowed the project team to learn about

project management by actually implementing its techniques.

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Appendix

Document 1: Project Charter

Project Name: PolyHouse Tool Room Design

Department: Industrial and MFG Engineering

Focus Area: Redesign of tool room

Product/Process: A Tool Room

Prepared By

Document Owner(s) Project/Organization Role

Nikhila Perugupalli Project Manager

Project Charter Version Control

Version Date Author Change Description

1 10/9/13 Nikhila Perugupalli Document created

PROJECT CHARTER PURPOSE

This project charter defines the scope, objectives, and overall approach for the tasks to be completed. It is essential for initiating, planning, executing, controlling, and assessing the project. It is the point of reference on this project for 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.

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1 PROJECT EXECUTIVE SUMMARY

The scope of this project is to create and implement an efficient design for a storage room of the PolyHouse tools. The current problem is that the tools are being stored in a room in a cluttered manner which complicates the finding of the tools, keeping the tools clean and organized, and disables the option of allowing others to use the tools while PolyHouse is not an active project. The solution is to organize the tools using different processes and enable the new room to be a functioning tool renting area.

The mission for the project is to first create a design for the new room and then implement the design by December 2013 in order for the PolyHouse project members to increase efficiency in retrieving the tools,create a system for organizing new tools, and allow for general students to check rent tools. The vision is to have a tool room in which old and new tools can be clearly marked, organized, accounted for, and readily available for non-PolyHouse team member usage.

The goals of this project as stated above are projected to be met by December 2013. The project will begin in mid-October 2013.

The approach that will be taken to meet goals and objectives is to work collectively as a team. The team will use their previous internship experience as well as knowledge from classes to create a tool room design for implementation.

2 PROJECT OVERVIEW

This project is critical for ensuring that the PolyHouse project goes smoothly in terms of using the tools for building a house. It will allow for organization and increase the efficiency for retrieving tools. It will also provide an area on campus in which other community service entities or students in general can rely on for renting tools.

3 PROJECT SCOPE

The scope of this project is to create and implement an efficient design for a storage room of the PolyHouse tools within a two month duration. The purpose of this project is to create an

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organized storage space for the PolyHouse tools in which PolyHouse and non-PolyHouse students can check out tools for use in their projects.

3.1 Goals and Objectives

Goals Objectives

The project will organize the tools.

1. Using 5S and other techniques learned in IME 223, a new tool ordering system will be created.

2. The system will then be implemented by the team members.

The project will provide easier access to tools for non-PolyHouse team members.

1. By organizing the tools and creating a system in which to properly account for all the tools (e.g. a label or tag for each tool), they will be available for people to check out.

The project will create space for new tools to be kept.

2. By organizing the old tools, an area will also be created for newly acquired tools to be organized.

3. A system for organizing all tools will be implemented in order to be forward thinking and solve future problems that might occur.

3.2 Statements of Work (SOW)

Departmental SOW Owner/Prime Due Date/Sequence

Brainstorm ideas for design Team/PM 10/20/13

Create design for room Team/PM 10/31/13

Create implementation strategy

Team/PM 11/10/13

Implement design Team/PM 11/30/13

3.3 Project Deliverables

Milestone Deliverable

1. Brainstorm ideas for design

Ideas for design from team members – deliverable should include the exact plans for creating a design from the team members

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Ideas for design from stakeholders – deliverable should include how the PolyHouse project members and Roya Javadpour would like to see the room organized

2. Create design for room Documented Plans for design – deliverable should include pictures of layout of room and where tools will be placed

Documented Plans for checkout service – deliverable should include how exactly the team members devise the check-out system

3. Create implementation strategy

Documented Plans for implementation – deliverable should include how team members will implement the design (e.g. asking for outside help, resources necessary for cleaning and organizing)

4. Implement Design Checklist- deliverable should include what needs to be completed during implementation

4 PROJECT QUALITY RULES

The quality rules for the project are as follows:

The deadlines and schedule for the project must be strictly followed to ensure that deliverables are completed on time so that the project deadline is met.

To test the quality of a deliverable, once the deliverable is presented by the team member responsible for it, the entire team must either approve or put in a proposal to fix the deliverable.

Once the deliverable has been approved, the team can continue on to the next step of the project.

Regular meetings with stakeholders must take place to make sure that the project is meeting their expectations as well as taking into account any new expectations they might have.

Fixed checkpoints by the project manager will be used as a way to check up on the team members on how deliverables are going.

5 PROJECT TEAM ORGANIZATION PLANS

Project Team Role Project Team Member(s) Responsibilities

Project Manager Nikhila Perugupalli Responsible for keeping track of schedule and deadlines, project charter

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and receiving deadlines, and setting up meetings for team members, and overseeing the entire project

Team Member Alek Squires Responsible for completing deliverables on time and keeping to schedule

Team Member Keoni Sanchez Responsible for completing deliverables on time and keeping to schedule

Team Member Brayden James Responsible for completing deliverables on time and keeping to schedule

Team Member Mickey O’Crowley Responsible for completing deliverables on time and keeping to schedule

Team Member Blake Ahrold Responsible for completing deliverables on time and keeping to schedule

Team Member Tiffany Safronoff Responsible for completing deliverables on time and keeping to schedule

Team Member Jack Walsh Responsible for completing deliverables on time and keeping to schedule

5.1 Project Team Communication Plan

The team will have weekly meetings to ensure that the project is going on schedule and deliverables are completed on time. The project manager and team members will be available for communication via email, Facebook or group text message. If the team is behind schedule then an emergency meeting will

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be called and the team will come up with a solution to get back on schedule. The team members will complete their assigned deliverables and turn them into the project manager for review. The deliverables will then be discussed at the meeting.

5.2 Project Team Conflict Resolution

The team conflict resolution plan is as follows:

Meetings will be scheduled at time that all team members are available to meet so no person is excluded or needs to be caught up later.

If a team member realizes he/she will not complete a deliverable on time, then an emergency meeting must be called in order to discuss the problem and come up with a solution.

All problems must be discussed as a group except in situations where the conflict is between two people. If this happens then those two people as well as the project manager must resolve the issue together.

Each person is held accountable for their deliverables by the project manager. The project manager can call a one on one meeting to discuss problems regarding deliverables with team members.

If a conflict arises with another team member, the project manager must be notified first in order to come up with a plan of action.

5.3 Project Team Bonding Activity

The team bonding activity will be playing volleyball in PCV and going to Jamba Juice and Einsteins after. This will allow us to bond over playing a friendly and competitive sport and afterwards allow us to get to know each other over food.

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Document 2: Risk Assessment MatrixRisk Event

Likelihood (1-5)

Severity (1-5)

Risk Rating =(Likelihood X Impact)

Detention Difficulty (1-5)

When Contingency

Size of container not large enough for amount of material

4 5 20 3 Organizing tools

Power saw and larger machines in center aisle

Lack of people to help move

3 5 15 4 Moving tools Work in shifts, bring in 101er

Inability to open up room 241 to get tools

2 5 10 3 Moving tools No work around must get into this room

Home Depot not having racks we needed

3 3 9 4 Planning Speak with manager, go to other stores

Money for budget unattainable

2 4 8 3 Organizing Tools

Fundraise, buy less containers

Unable to meet with Roya Javadpour

2 4 8 2 Planning Schedule meeting ahead of time

Not enough people for inventory

2 4 8 3 Inventory Work in shifts to get it all done when people can

Home depot not having bins

2 4 8 3 Organizing tools

Speak with manager, go to other stores

Rain/Bad weather 2 4 8 4 During Events Wait it out or construct a cover for outside the container

Not allowed to work in evening

2 3 6 3 Organizing tools

Spend some budget on lights

Unable to meet at same time

3 2 6 3 Organizing tools

Meet in shifts and share info on google drive

Buying new, small shed

3 2 6 2 Organizing tools

Build it into budget to get this additional shed, buy less bins and shelves

Not finishing project on time

2 3 6 3 Planning Work harder to get it done on time , no excuses

Projected costs to low/go over budget

2 2 4 4 Planning Reuse old bins and shelves to save money

Not enough hand carts to transport

2 2 4 3 Moving tools Borrow from Martin and others in

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departmentLose inventory list 1 4 4 5 Inventory Rre-inventory

Injured: pulled back, cut by saws

1 3 3 3 Moving tools Take to health center, get other people to pick up the slack

Drop and damage equipment

1 3 3 3 Moving tools Avoid injury and build into budget to replace

Group member disagreement

1 3 3 3 Planning Neutral third party settles disputes

Risk Rating = Frequency x Severity

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Document 3: MS Project Schedule

Original Project Schedule

Task Name Duration Start Finish Predecessors1 Tool Shed Project 28 days Tue 10/29/13 Wed 12/4/132 Inventory Shed 1 day Tue 10/29/13 Tue 10/29/133 Categorize Tools 0.3 days Tue 10/29/13 Tue 10/29/134 Box the Tools in Category 0.3 days Tue 10/29/13 Tue 10/29/13 55 Count Tools 0.3 days Tue 10/29/13 Tue 10/29/136 Print Inventory Sheet 0.1 days Tue 10/29/13 Tue 10/29/13 57 Place Old Tools in a separate area 0.2 days Tue 10/29/13 Tue 10/29/13 68 Test Out Tools 10/29 0.1 days Tue 10/29/13 Tue 10/29/13 79 Labeling 1 day Tue 11/19/13 Tue 11/19/1310 Label Tools 11/19 0.5 days Tue 11/19/13 Tue 11/19/13 611 Label Tool Placements 0.5 days Tue 11/19/13 Tue 11/19/13 6,1012 Layout 1 day Tue 11/26/13 Tue 11/26/1313 Plan Layout 0.5 days Tue 11/26/13 Tue 11/26/13 214 Implement Layout 0.5 days Tue 11/26/13 Tue 11/26/13 1315 Transport Tools 1 day Sun 12/1/13 Sun 12/1/1316 Find Truck 0.1 days Sun 12/1/13 Sun 12/1/13 517 Load into Truck 0.4 days Sun 12/1/13 Sun 12/1/13 16,14,1018 Load into Container 0.4 days Sun 12/1/13 Sun 12/1/13 1719 Find Help 0.1 days Sun 12/1/13 Sun 12/1/13 520 Implement 1 day Wed 12/4/13 Wed 12/4/1321 Finish Project 1 day Wed 12/4/13 Wed 12/4/13 2,9,12,15

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Actual Project Schedule

Task Name Duration Start FinishPredecessors

1 Tool Shed Project 22 days Tue 10/29/13 Wed 11/27/132 Inventory Shed 1 day Tue 11/19/13 Tue 11/19/133 Categorize Tools 0.3 days Tue 11/19/13 Tue 11/19/134 Box the Tools in Category 0.3 days Tue 11/19/13 Tue 11/19/13 55 Count Tools 0.2 days Tue 11/19/13 Tue 11/19/13 186 Print Inventory Sheet 0.1 days Tue 11/19/13 Tue 11/19/13 57 Place Old Tools in a separate area 0.2 days Tue 10/29/13 Tue 10/29/13 58 Test Out Tools (Did not complete) 0.2 days Tue 11/19/13 Tue 11/19/13 59 Labeling 3 days Fri 11/22/13 Tue 11/26/13

10 Label Tool Placements 1 day Tue 11/19/13 Tue 11/26/13 1111 Label Tools 11/19 2 days Tue 11/19/13 Mon 11/25/13 4,512 Layout 3 days Fri 11/22/13 Tue 11/26/1313 Plan Layout 1 day Tue 11/19/13 Fri 11/22/13 614 Implement Layout 2 days Tue 11/26/13 Wed 11/27/13 1315 Transport Tools 3 days Tue 10/29/13 Fri 11/1/1316 Find Truck 0.1 days Tue 10/29/13 Tue 10/29/1317 Load into Truck 1 days Tue 10/29/13 Wed 10/30/13 1618 Load into Container 2 days Tue 10/29/13 Wed 10/30/13 1719 Find Help 0.1 days Tue 10/29/13 Tue 10/29/1320 Implement 3 days Fri 11/22/13 Tue 11/26/1321 Finish Project 0 days Tue 11/26/13 Tue 11/26/13 2,9,12,15

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Document 4: Budget Proposal

PolyHouse Redesign Tool Project

Requested by: Nikhila Perugupalli

Summary of the Proposal 

The purpose of this proposal is to request monetary help for the completion of our project.

Need for the Project 

The items listed in the attached budget proposal are needed for the execution of the project because they will allow the team to organize the tools and create a system for checking in and checking out tools.

Project Description 

This project is critical for ensuring that the PolyHouse project goes smoothly in terms of using the tools for building a house. It will allow for organization and increase the efficiency for retrieving tools. It will also provide an area on campus in which other community service entities or students in general can rely on for renting tools

Financial Information 

The amount being requested is $856.72 for materials and supplies needed for organization of the tools in the new container.

The attached budget proposal includes the details and the cost estimates for each material or supply requested.

Please review the proposal and in due course provide the team with the necessary budget to successfully complete the project.

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Project Title: PolyHouse Tool Room RedesignDuration of Project : 3 Months

Nature of expenditure/ ItemQuantit

yAmount

for 1Total Amount in US Dollars

DIRECT COSTSPersonnelProject Manager 1 0Team Members 7 0Personnel Subtotal 8 0

Material and SuppliesBinsLarge Bins (Figure 1) 15 $10.97 $164.55Medium Bins (Figure 2) 10 $7.77 $77.70Small Bins (Figure 3) 10 $7.27 $72.70ShelvesLarge Shelf (Figure 4) 2 $179.00 $358.00Medium Shelf (Figure 5) 0 $99.00 $0.00TrashcansRound Trashcan (Figure 6) 2 $19.99 39.98MiscMasking Tape (Figure 8) 1 $4.97 $4.97Sharpies (Figure 9) 2 $2.97 $5.94Tie downs (Figure 10) 6 $9.97 $59.82Screws (Figure 11) 15 $0.64 $9.60Subtotal Material and Supplies $793.26Tax $63.46GRAND TOTAL (total direct costs + Indirect costs) $856.72

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Document 5: Cost Analysis

Document 6: Project Execution Reference Images

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Image 1 Image 2

Image 3 Image 4

Document 7: Schematic for Layout of Bins

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Document 8: Tools Check-Out Sheet

Name Tool Name Date/Time Checked out

Name of Person Authorizing Checkout

Date/TimeChecked in

Document 9: Work Breakdown Structure

1. Inventory Shed

1.1 Categorize Tools

1.1.1 Box the Tools in Category (Mickey)

1.2 Count Tools (Mickey)

1.3 Print Inventory Sheet (Keoni)

2. Labeling

2.1 Label Tool Placements (Keoni)

2.2 Label Tools 11/19 (Keoni)

3. Layout

3.1 Plan Layout (Tiff)

3.2 Implement Layout (Brayden and Alek)

4. Transport Tools 12/1

4.1 Find Truck (Blake)

4.2 Load into Truck (Alek)

4.3 Load into Container (Alek)

4.4 Find Help (Everyone)

5. Implement 12/4

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