MBA Project Management Project

Running Head: PROJECT MANAGEMENT FINAL PROJECT 1

Project Management: Final Project

Emmitt Begley

King University

Project Management: Process Project Architecture

Dr. Terry Payne

12/8/16

PROJECT MANAGEMENT FINAL PROJECT 2

Table of Contents

1. Company Profile………...………………………………………………….………………......4

i. Kingsport Site………….………………………………………………………………..4

2. Project Charter…….…………...…………………………………………………………….…5

3. Identification of Stakeholders…………..………………...………………………………….…7

i. Organizational Stakeholders…………………………………………………………….7

ii. Product/Market Stakeholders……...……………………………………………………7

iii. Capital Market Stakeholders…………………………………………………………..7

4. Budget……………………….……………………………………………………………….…8

5. Preliminary Scope Statement…………………………………………………………………...9

i. Project Objective………………………………………………………………………...9

ii. Deliverables…………………………………………………………………………….9

iii. Forecast………………………………………………………………………………...9

6. Quality Plan……………………...……………………………………………………………10

7. Change Management Plan….……………………………………………………………........11

8. Information Architecture……………………………………………………………………...12

i. Portfolio of Projects…………...……………………………………………………….13

8. Staffing Plan…………………………………………………………………………………...14


i. Satellite Office Project Organization.………………………………………………….16

9. Conclusion………………………………………………………………………………….…17

10. References……………………………………………………………………………….…..18


Project Management Final Project

Company Profile

Day & Zimmermann is a family-owned company founded in 1901 that specializes in

staffing construction & engineering services to major companies across the US. These

companies work in a variety of fields within many different industries. Day & Zimmermann also

works with national defense agencies and governments around the world. The company

currently has annual revenue of over $2.7 billion with an estimated global workforce of 50,000.

Although they are headquartered in the United States, D&Z has offices all over the world.

Having a motto such as we do what we say, D&Z has remained competitive by having a vision

that’s admired in markets for having employees of integrity that always deliver on their

promises. Values such as safety, integrity, and diversity are at the core of the company’s success

(Company Profile, n.d.). Current Chairman and CEO, Harold L. Yoh III, has been leading D&Z

in a campaign for expansion and growth in the chemical and engineering market.

Kingsport Site

Currently, Day & Zimmermann’s office at the Tennessee Operations Eastman site boasts

a staff of 300 personnel, serving as the main engineering support for Eastman Chemical

company- a Fortune 500 Specialty Chemical Manufacturer. Although Day & Zimmermann’s

contract at the Eastman has been highly successful since 2006, D&Z has recently learned of

tremendous opportunities for new growth in the local area outside of the Eastman site. Since

those working in the Eastman office are obligated only to perform work for Eastman, it has

become evident that there is a need for a satellite office in Kingsport to take advantage of the

growth in the engineering field in East Tennessee. Since D&Z’s closest satellite office is in


Greenville, South Carolina, this venture makes sense for D&Z to explore new growth and

maintain our vision as a company who sees a need and delivers results.

Project Charter

Day & Zimmermann1500 Spring Garden Street

Philadelphia, PA 1913015 Sept 2016

To: Project Acquisitions

From: Shannon Stewart, Executive Vice President

Subject: Project Charter for the Kingsport Satellite Office Project

Mr. Emmitt J. Begley has been assigned as the Project Manager for the Kingsport Project

Responsibility

Mr. Begley will be responsible for every phase of the Kingsport Satellite Office Project. Mr. Begley’s first responsibility will be to ensure that all of the goals of the project are met within the constraints of the project regarding time, cost, and performance. Mr. Begley will be responsible for allocating the appropriate resources so there will be minimum trade-offs throughout the duration of the project. Mr. Begley will also work closely with the line managers to ensure their functional teams have clearly defined goals and duties during the project’s life cycle. Mr. Begley will also be responsible for the following (Kerzner, 2013):

1. Acting as a liaison between the company’s realtor, a real-estate attorney, and seller.2. Working with real estate agents to acquire a property within the Kingsport city limits to

house the satellite office with enough commercial office space to accommodate at least 100 engineering, procurement, and logistics staff.

3. Ensuring the acquired property is purchased for a cost of no more than 1,250,000 dollars or leased for a rental rate of no more than 10,000/month.

4. Overseeing the creation of a plan to renovate the new office space and purchase furniture to accommodate our staff once the purchase or rental agreement has been finalized and the deal has closed.

5. All forms of communication between company executives and any third party representatives.

6. Preparation of a project plan to include schedules that are realistic and approved by the D&Z corporate office.


7. Holding regular weekly meetings to inform executive management of the project status. Weekly reports should be updated and included in the meetings for example.

8. Organizational workflow at the D&Z Eastman site during the transition of the project.9. Making similar graphs throughout the project of actual to predicted time, cost, and

performance, and making changes when necessary. 10. Line staff organization coordination.11. Maintaining the project plan to continuously display an update on cost, time, and

performance and how available resources are being allotted to accommodate those resources.

12. Organizing and staffing the project office.13. Organizing and staffing the new satellite office.14. Ensuring the new office can open and become operational within 6 months after closing

the purchase or rental agreement (Kerzner, 2013)

Authority

To meet this project’s objectives, Mr. Begley will be authorized to manage the project in accordance with D&Z’s Project Management Manual.

The program manager’s authority includes (Kerzner, 2013):

1. Direct access to customers and executive management.2. Total control of the distribution of project dollars, including procurement, to adhere to

any cash flow limitations. 3. To revise the project plan as necessary, contingent upon customer approval.4. To require periodic reporting of all functional staff.5. To ensure all problems are properly reported, identified, and solved without employee

retaliation. 6. To monitor functional departments to ensure they are conforming to the constraints of the

project including time, cost, and performance. 7. To work across functional lines to interact with all levels of management to meet the

requirements of the project.8. To renegotiate personnel assignments and how they affect functional management

(Kerzner, 2013).

Any questions regarding the above project charter statements can be addressed by contacting the undersigned (Kerzner, 2013).

Shannon Stewart, EVP


Identification of Stakeholders

Organizational Stakeholders

o Harold L. Yoh III, Chairman and CEO

o Michael McMahon, President

o Guy Starr, President, D&Z Atlantic Business Unit

o Joseph Ritzel, Senior Vice President, Finance

o Fran Coady, Senior Vice President, Human Resources

o Sankara Viswanathan, Senior Vice President and CIO

o Dewayne Godsey, Functional Manager- Kingsport Satellite Project

o Additional D&Z Employees- Eastman TNO Site

o Atlantic Union Resources, INC (AURI) (Kerzner, 2013).

Product/Market Stakeholders

o Day & Zimmermann Customers

o Day & Zimmermann Suppliers

o Kingsport Board of Zoning and Appeals

o Kingsport Regional Planning Commission

o City of Kingsport

o Kingsport city citizens (Kerzner, 2013).

Capital Market Stakeholders

o D&Z shareholders

o Bank of Tennessee


o CAN Financial Corporation (Kerzner, 2013).

Budget

Description Estimate CostOffice Space Purchase Price 1,250,000Office Rental Price 2,000/monthRealtor Commission 75,000Closing Costs 37,500Legal Fees 10,000Renovation Fees 100,000Information Architecture System 200,000Office Furniture 70,000Computer Systems 100,000IT Services 20,000General Labor 80,000Professional Movers 10,000Office supplies 15,000Contingency 50,000

Total Cost with Office Purchase 2,017,500

Total Cost with Office Lease (first month) 769,500


Preliminary Scope Statement (WBS)

Project Objective

To establish a satellite office for Day & Zimmermann in Kingsport, TN.

Deliverables

Purchase/lease a commercial office space to accommodate 100 employees for a purchase

price not to exceed $1,250,000 or a rental rate of no more than $10,000/month.

Develop a plan to renovate the office space.

Hire a contractor to execute the renovation plan within six months beginning after plan

finalization.

Purchase office supplies and equipment to accommodate employees within seven

months.

Hire an IT firm to set up company systems.

Hire a professional moving company to move employee belongings from Eastman TNO

site within eight months.

Establish clientele and become fully operational within nine months.

Forecast

Purchase building/obtain lease by November 18th

Develop renovation plan by January 31st.

Renovate building to accommodate staff by July 31st


Purchase/Assemble office cubicles and other furniture by August 31st

Become fully operational by October 30th, 2017.

Quality Plan

The quality plan below identifies actions that can be taken during this project to ensure that

both company and stakeholder expectations are met. Day & Zimmermann can deliver a quality

service as a result of this move and a smooth transition into the new Kingsport satellite office can

be expected.

Need Driver Requirement

sucessful transition to new

facility

stakeholder satisfaction

minimum downtime during

move

complete move within time and

budget

marketbuilding clinetele

and exploring new markets


Change Management Plan

As a cooperative culture, Day & Zimmermann wishes to foster a companywide

atmosphere of communication, cooperation, and trust. Decisions are made with the best interest

of all stakeholders in mind (Kerzner, 2013). Since Day & Zimmermann’s Kingsport branch will

be in a period of transition as we work to complete and move to our satellite office, it is

important to utilize a change management plan in order to understand the procedure in which we

will handle change during this project. Below is the change management process procedure

(Change Management Process, 2016).

Change Originator Project manager Project Sponsor Project Manager/Team

identify need for change

submit change request

form

review change request form

determine if the change is feasible

submit change request form to project sponsor

track and report change request

status

review documentation

approve/deny change

upon approval, make changes to

scope/requirements

implement change and close change

request

notify originator when the change is

completed


Information Architecture

During the planning stages of the Kingsport satellite office project, Day & Zimmermann

realized that there is a need for a structured information system to effectively obtain and

communicate information that will add value to components of this project as well as future

projects. We have recognized the benefits of information architecture and we hope to create a

system unique to the company and this project that can be also be utilized for future endeavors.

In the past, Day and Zimmermann has used several software programs to organize, share, and

label important user information. Strategic planning, MyDayZim, MyPortal, SAP, and PLEWeb

have all worked interchangeably for users for over 10 years. The Kingsport satellite office

project has created a new opportunity to finally integrate all of these programs into one online

database where users can perform a plethora of tasks including retrieving pertinent information,

sharing data profiles, obtaining WBS elements, recording working time, completing online

training, and even filling out yearly evaluations.

We recognize the importance of combining our current user programs into something

more user friendly and we are determined to accomplish this by the opening of our satellite

office. In order to integrate our systems and create an information architecture that is fit for our

needs, we intend to hire a technology solutions team. Accentvision Technology from Irving, TX

will perform an information architecture analysis of our current systems before creating and

updating content, designing visual mockups, and presenting their solutions before our board. We

hope to work together with them to create a solution that can be utilized in future offices. Since

the Kingsport project is considered a trial run, we hope to record data and analyze our experience

before assessing which follow-up sites would be the best candidates to integrate to the new


system following Kingsport’s new launch. This is a very exciting opportunity for both Day &

Zimmermann and the Kingsport site in particular. The Kingsport site will serve as a solutions

oriented engineering office that will utilize the most advanced technology and systems for its

users. $200,000 has been allocated from the project budget for Accentvision’s fees for

performing the analysis and designing a program that will be unique to Day and Zimmermann.

Portfolio of Projects

Day & Zimmermann hopes to complete additional projects involving the integration of

Accentvision’s information architecture system once the initial trial run period is completed and

the Kingsport satellite office has been fully operational for an extended period of time. This

way, D&Z employees will be familiar with the new system and Accentvision will have time to

work with us to resolve any technical issues that may arise initially. Day and Zimmermann has

always had a portfolio of projects available to its employees at every individual office site

location. However, the current project portfolio is not efficient and the information is not

updated in a timely manner. D&Z often deals with over-committing resources because all of the

project managers do not consider all of the projects that their branch office is committed to. As

part of a second phase of our new information architecture system, we hope to work with

Accentvision to develop part of our site that will be a dedicated portfolio of projects (Knuston,

2001).

Knutson (2001) explains that the portfolio of projects needs input by employees at all

levels within the organization. Currently, Day & Zimmermann works on a system in which each

department works separately depending on how the money for the project is allocated. In

engineering offices, the money is typically either capital work or a maintenance project. Capital


money is spent more sparingly since maintenance projects account for most of our overhead.

However, there is generally a time when one group is overworked and another is underworked.

In these times, we would like to pull resources from different groups to work on other projects

when their workload allows. A detailed portfolio of projects would allow D&Z employees to

obtain information about projects within our organization including who is assigned to the job

and what type of schedule they are working under. When this information is stored in a

centralized place, we can update our portfolios in real time and the organization can work more

efficiently.

Staffing Plan

Each person on the project management staff for Day & Zimmermann’s Kingsport

satellite office project will play an integrative role within the organization. Qualified individuals

from within our local office will serve at the executive, multi-project, project, and functional

levels.

Shannon Stewart, PE- In addition to his multifunctional division responsibility across

the entire company, Shannon will integrate corporate strategies with the Kingsport

satellite office project. He will also ensure the needed funding and support staff is

always available.

Debbie Sensabaugh- In addition to her current administrative duties, Debbie will serve

this project by handling all aspects of the office supply ordering and planning as well as

communication with IT and Accentvision.

Tony McFaddin, PMP- Tony will work as the Project Sponsor by integrating and

managing the continuing strategic direction of the project. He will work with Emmitt


Begley, the project manager, as well as the project specialist staff and the functional

department to oversee the operations of the project.

Wendy Goodman, PE- Recently, D&Z decided to incorporate a manager of project

management on all forthcoming projects beginning with the Kingsport satellite office

project. Wendy’s role will be primarily operational. She will work to integrate

operational aspects of this project with other tools and management methods.

Emmitt Begley, MBA- As project manager on this project, Emmitt will be a central

point of contact for all project contributors. Emmitt will take direction from Wendy and

Tony to oversee the operational needs of the project through the functional team and

project specialist staff to ensure the execution of the project meets the deliverables

outlined in the project scope. Emmitt’s primary objective will be obtaining a

commercial office space and managing its renovation so the office can be operational as

soon as possible. Completing the project within the parameters of the estimated time,

cost, and budget is Emmitt’s main objective.

Lee Wilson- As the functional department manager, Lee will work to provide the

needed resources to support this project as well as resolve conflicts. Lee with be in

charge of the transitional team that will also include members of the project specialist

staff. The transitional team will ensure our regular staff can easily transition to their

new space and workloads are not compromised. Additionally, Lee will work with

Debbie to coordinate furniture assembly and any additional operational needs.

Dewayne Godsey- Dewayne Godsey is a functional leader from D&Z’s Greenville, SC

office. He has a history of working with other corporate transitional moves and he will


be brought in to serve as a functional project leader. Since he specializes in successful

office transitions, he will be an asset to the team.

The following page displays the project office organizational work flow.

Kingsport Satellite Project Organization

Dewayne GodseyEmmitt Begley, MBA, PMP

Lee WilsonFunction Dept. Manager

Wendy Goodman, PEManager of Project Management

Tony McFaddin, PMPProject Sponsor

Shannon Stewart, PEDirector, General Manager

Debbie SensabaughAdministrative Assistant

(Knustson, 2001)


Conclusion

Day & Zimmermann is looking toward the future with great anticipation as the Kingsport

project commences. Due to increased competition among other engineering contractors within

the energy industry, we chose to pursue this effort to equip our Kingsport site to serve our

customers and meet increased demands in a highly lucrative market. Day & Zimmermann is

committed to fulfilling its obligations to both our employees and customers by continuing to

deliver quality work and cultivate customer relations throughout this project. This project

portfolio was created to serve as an informatory guideline of our Kingsport satellite office

project. For any questions pertaining to the information mentioned above please contact the

Project Manager- Emmitt Begley, MBA, PMP.

Dewayne GodseyEmmitt Begley, MBA, PMP

(Knustson, 2001)


References

Change Management Process. (2016). Retrieved November 6, 2016, from

www.technology.wv.gov

Company Profile. (n.d.). Retrieved September 14, 2016, from http://www.dayzim.com/About

_DZ/Company_Profile

Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and

Controlling. Hoboken, NJ: John Wiley & Sons.

Knutson, J. (2001). Project management for business professionals: A comprehensive guide.

New York: John Wiley.

http://www.dayzim.com/About

http://www.technology/

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MBA Project Management Project