PRM 600 Final Power Point Ross edits - WordPress.com · PRM 600 Final Presentation Professor Theis October, 19, 2015 Team Members: Shuman Latifi Kopher Msambichaka PROJECT PLAN Global

Final Presentation PRM600A Professor: Richard Theis

10/19/2015

Authors: Shuman, Latifi, Kopher, Msambichaka 1

MN Vikings NFL GameTicket Package

Versus

November 1st, 2015Chicago, IL

PRM 600Final PresentationProfessor TheisOctober, 19, 2015

Team Members:ShumanLatifiKopherMsambichaka

PROJECT PLAN

Global Travel, Inc. will sell and chaperone 50 travel packages for the NFL football game between the Minnesota Vikings and the Chicago Bears.

The game will be in Chicago, IL, at Soldier Field, on November 1st, 2015.

The travel package will include:

One Game ticket

One airline ticket

One hotel room

Meals (From 10/30-11/2/15)

Transportation


10/19/2015


BUSINESS OBJECTIVE

Enter new markets to:

increased revenues thru:

Sporting event package ROI of 15-20%.

Grow the organizational client database thru:

New travel locations for existing clients.

Potential for new customers.

Increase organizational growth thru:

Increased revenue.

Increased client base.

INITIATING PROCESS GROUP

PROJECT BUSINESS CASE

Global specializing in cruises, corporate travel, and national and global touring for individuals and organizations in the entertainment and music industries.

Global Travel Inc.’s strategic goals include continued growth of the company, as well as increased revenues. Entering new travel markets will provide this continued growth and increased revenues.

Travel packages, based on sporting events, are a new market for Global.

Entering this new market will:

Diversify Organizational Portfolio.

Result in increased profit.

Increase customer base resulting in increased

Travel industry market share.


10/19/2015



Versus

November 1st, 2015Chicago, IL

PRM 600Final PresentationProfessor TheisOctober, 19, 2015

Team Members:ShumanLatifiKopherMsambichaka

PROJECT PLAN

Global Travel, Inc. will sell and chaperone 50 travel packages for the NFL football game between the Minnesota Vikings and the Chicago Bears.

The game will be in Chicago, IL, at Soldier Field, on November 1st, 2015.

The travel package will include:

One Game ticket

One airline ticket

One hotel room

Meals (From 10/30-11/2/15)

Transportation


10/19/2015


BUSINESS OBJECTIVE

Enter new markets to:

increased revenues thru:

Sporting event package ROI of 15-20%.

Grow the organizational client database thru:

New travel locations for existing clients.

Potential for new customers.

Increase organizational growth thru:

Increased revenue.

Increased client base.

INITIATING PROCESS GROUP

PROJECT BUSINESS CASE

Global specializing in cruises, corporate travel, and national and global touring for individuals and organizations in the entertainment and music industries.

Global Travel Inc.’s strategic goals include continued growth of the company, as well as increased revenues. Entering new travel markets will provide this continued growth and increased revenues.

Travel packages, based on sporting events, are a new market for Global.

Entering this new market will:

Diversify Organizational Portfolio.

Result in increased profit.

Increase customer base resulting in increased

Travel industry market share.


10/19/2015


PROJECT CHARTER

Global Travel Inc.’s strategic plan includes continued enterprise growth, as well as increased revenues.

The project objective is to increase revenue by entering a new travel market.

Project profitability will demonstrate the successful accomplishment of the project objective.

A preliminary estimate of the total project cost is $35,675.00. However, of this amount, Global will be required to spend only an initial $15950.00 for the cost of non-refundable event tickets.

The financial projections are excellent. The profit will be $9,325 and the ROI will be 26.14% and the payback period will be within 4 weeks

PROJECT ENVIRONMENTAL FACTORS (EEFs)

Market place conditions affecting the purchase rate of tickets for this event.

Market place conditions affecting last minute vendor fees.

Market place conditions affecting the resale of unused tickets.

Travel on Halloween might affect demand for package.

Weather and the grounding of air travel.


10/19/2015


PROJECT RISKS

54 event tickets, at the stated price of $125.00, may not be available for the event on November 1st, 2015..

54 non-refundable tickets must be purchased before the event. This creates a potential monetary loss if all tickets are not sold.

Poor weather conditions may affect air travel.

Departing flight is scheduled to leave on Halloween holiday. The effect celebrating the holiday will have on demand is unknown.

Fuel surcharges or increased baggage fees from the airlines or the transportation company may increase the costs.

Four employee guides are not enough to handle the needs of 50 customers.

PROJECT ORGANIZATIONAL PROCESS ASSETS (OPAs)

Organizational project files, historical information and/or lesson learned documents.

Organizational vendor database.

Organizational access to commercial sports travel database(s).

Organizational access to Internet travel databases.

Organizational process files, historical information and/or lesson learned documents on previous travel projects to Chicago.

Organizational process files, historical information and/or lesson learned documents on previous projects regarding direct mail coupons and e-coupons for future travel business

Organizational files on previous projects aimed at opening a new travel market. This includes reports, on labor costs, budget costs, assumptions and constraints, risks and planned responses, etc.

Organizational process measurement data to determine project communication success.

Organizational financial information on previous projects opening new markets. This allow for a comparison of ROI rate.


10/19/2015


PROJECT CHARTER

Global Travel Inc.’s strategic plan includes continued enterprise growth, as well as increased revenues.

The project objective is to increase revenue by entering a new travel market.

Project profitability will demonstrate the successful accomplishment of the project objective.

A preliminary estimate of the total project cost is $35,675.00. However, of this amount, Global will be required to spend only an initial $15950.00 for the cost of non-refundable event tickets.

The financial projections are excellent. The profit will be $9,325 and the ROI will be 26.14% and the payback period will be within 4 weeks

PROJECT ENVIRONMENTAL FACTORS (EEFs)

Market place conditions affecting the purchase rate of tickets for this event.

Market place conditions affecting last minute vendor fees.

Market place conditions affecting the resale of unused tickets.

Travel on Halloween might affect demand for package.

Weather and the grounding of air travel.


10/19/2015


PROJECT RISKS

54 event tickets, at the stated price of $125.00, may not be available for the event on November 1st, 2015..

54 non-refundable tickets must be purchased before the event. This creates a potential monetary loss if all tickets are not sold.

Poor weather conditions may affect air travel.

Departing flight is scheduled to leave on Halloween holiday. The effect celebrating the holiday will have on demand is unknown.

Fuel surcharges or increased baggage fees from the airlines or the transportation company may increase the costs.

Four employee guides are not enough to handle the needs of 50 customers.

PROJECT ORGANIZATIONAL PROCESS ASSETS (OPAs)

Organizational project files, historical information and/or lesson learned documents.

Organizational vendor database.

Organizational access to commercial sports travel database(s).

Organizational access to Internet travel databases.

Organizational process files, historical information and/or lesson learned documents on previous travel projects to Chicago.

Organizational process files, historical information and/or lesson learned documents on previous projects regarding direct mail coupons and e-coupons for future travel business

Organizational files on previous projects aimed at opening a new travel market. This includes reports, on labor costs, budget costs, assumptions and constraints, risks and planned responses, etc.

Organizational process measurement data to determine project communication success.

Organizational financial information on previous projects opening new markets. This allow for a comparison of ROI rate.


10/19/2015


STAKEHOLDER REGISTER EX.

STAKEHOLDER IMPACT ANALYSIS

13.1 c. Impact and Interest Stakeholder AnalysisThe Stakeholder Analysis Matrix portrays the relationships between stakeholder groups and the management strategy appropriate for each stakeholder group.STAKEHOLDER ANALYSIS MATRIX

<< Influence or Power of Stakeholder

Little/No Interest SignificantInterest

SignificantInfluence

C

Keep Satisfied

CustomerSponsorOrganization(Global, Inc.)

A

Manage CloselyLittle or No Influence

D

Monitor (minimum effort)

B

Keep InformedImportance or Interest Level of Stakeholder >>


10/19/2015


PROJECT SUCCESS CRITERIA

Project success will be defined as:

A package sales rate of >90%

A ROI of >15%

Meeting quality checklists

Customer approval of >90% as determined by

customer responses to event questionnaire

PROJECT PLANNING TEAM

Project Manager: Craig Shuman

Procurement: Jorida Latifi

Advertising: Ross Kopher

Customer Service: Oliva Msambichaka


10/19/2015


STAKEHOLDER REGISTER EX.

STAKEHOLDER IMPACT ANALYSIS

13.1 c. Impact and Interest Stakeholder AnalysisThe Stakeholder Analysis Matrix portrays the relationships between stakeholder groups and the management strategy appropriate for each stakeholder group.STAKEHOLDER ANALYSIS MATRIX

<< Influence or Power of Stakeholder

Little/No Interest SignificantInterest

SignificantInfluence

C

Keep Satisfied

CustomerSponsorOrganization(Global, Inc.)

A

Manage CloselyLittle or No Influence

D

Monitor (minimum effort)

B

Keep InformedImportance or Interest Level of Stakeholder >>


10/19/2015


PROJECT SUCCESS CRITERIA

Project success will be defined as:

A package sales rate of >90%

A ROI of >15%

Meeting quality checklists

Customer approval of >90% as determined by

customer responses to event questionnaire

PROJECT PLANNING TEAM

Project Manager: Craig Shuman

Procurement: Jorida Latifi

Advertising: Ross Kopher

Customer Service: Oliva Msambichaka


10/19/2015


ORGANIZATIONAL CHART

PROCUREMENT ADVERTISING CUSTOMER SERVICE

RAM MATRIX

RESPONSIBILITY MATRIX

SPONSORPROJECT MANAGER

PROCUREMENT ADVERTISING

CUSTOMER SERVICE

THEIS SHUMAN LATIFI KOPHER MSAMBICHAKA

WORKING WITH VENDORS I I/A R I I

PROCUREMENT I I/A R I I

ADVERTISING I I/A I R I

E-SERVICE I I/A I A I

CUSTOMER SERVICE I I/A C/I I R

CUSTOMER PROBLEMS I C/I/A C/I I R

CLIENT DATABASE I I/A I I R

R=Responsibilty ("Doer") A=Accountability ("Buck stops here") C=Consulted ("In the loop") I=informed ("Kept inthe picture")


10/19/2015


PROJECT WBS TYPE 1

PROJECT WBS TYPE 2, PT. 1

Minutes Minutes Minutes Minutes Minutes Minutes Minutes Minutes Minutes Cost:Min/$

1.1.0 Review Previous Similar Projects 30 30 $20.00

1.1.1 Review OPAs 45 45 $30.00

1.1.2 Review EEFs 45 45 $30.00

1.1.3 Review Remaining Corporate Knowledge Bases 60 60 $40.00

1.1.4 Create Project Management Plan 120 120 $80.00

1.1.5 Procurement 75 75 75 75 75 375 $250.00

1.1.6 Advertising 75 75 75 75 75 375 $250.00

1.1.7 Customer Service 75 75 75 75 75 375 $250.00

1.1.8 Project Meetings 15 15 15 15 15 75 $50.00

1.1.9 Meetings with sponsor 15 15 15 15 15 75 $50.00

1.1.10 Project Closing Team Meeting 30 30 $20.00

1.1.11 Lessons Learned 30 30 $20.00

1.1.12 Updating Remaining OPAs 60 60 $40.00

1.1.13 Closing Checklist 30 30 $20.00

1.1.14 Change Request Analysis 30 30 $20.00

1.1.15 Project Archiving 60 60 $40.00

1.1.16 Project Closing Meeting with Sponsor 30 30 $20.00

1.1.17 Project Hand‐Off with Sponsor 30 30 $20.00

300 255 255 255 255 255 120 180 1875 $1,250.00

1.2.0 Consulting Approved Vendor Lists 60 60 $25.00

1.2.1 Check Lowest Vendor Cost 30 30 $12.50

1.2.2 Ticket Purchase 20 20 $8.33

1.2.3 Reservations 60 10 10 10 90 $37.50

1.2.4 Vendor Payment 20 20 $8.33

1.2.5 Cancellations 20 20 $8.33

1.2.6 Resale 20 20 $8.33

1.1.8 Team Meetings 15 15 15 15 15 75 $31.25

1.2.7 Closing Vendor Contracts 30 30 $12.50


90 95 25 25 25 75 30 30 395 $164.58

Week 7 Week 8Week 4 Week 5 TotalWeek 6

Task

PROJECT SCHEDULE Cost/Minute Week 1 Week 2 Week 3

Plan

Project

Management

Close

Totals

Procurement

Plan

Close

Totals


10/19/2015


ORGANIZATIONAL CHART

PROCUREMENT ADVERTISING CUSTOMER SERVICE

RAM MATRIX

RESPONSIBILITY MATRIX

SPONSORPROJECT MANAGER

PROCUREMENT ADVERTISING

CUSTOMER SERVICE

THEIS SHUMAN LATIFI KOPHER MSAMBICHAKA

WORKING WITH VENDORS I I/A R I I

PROCUREMENT I I/A R I I

ADVERTISING I I/A I R I

E-SERVICE I I/A I A I

CUSTOMER SERVICE I I/A C/I I R

CUSTOMER PROBLEMS I C/I/A C/I I R

CLIENT DATABASE I I/A I I R

R=Responsibilty ("Doer") A=Accountability ("Buck stops here") C=Consulted ("In the loop") I=informed ("Kept inthe picture")


10/19/2015


PROJECT WBS TYPE 1


Minutes Minutes Minutes Minutes Minutes Minutes Minutes Minutes Minutes Cost:Min/$

1.1.0 Review Previous Similar Projects 30 30 $20.00

1.1.1 Review OPAs 45 45 $30.00

1.1.2 Review EEFs 45 45 $30.00

1.1.3 Review Remaining Corporate Knowledge Bases 60 60 $40.00

1.1.4 Create Project Management Plan 120 120 $80.00

1.1.5 Procurement 75 75 75 75 75 375 $250.00

1.1.6 Advertising 75 75 75 75 75 375 $250.00

1.1.7 Customer Service 75 75 75 75 75 375 $250.00

1.1.8 Project Meetings 15 15 15 15 15 75 $50.00

1.1.9 Meetings with sponsor 15 15 15 15 15 75 $50.00


1.1.11 Lessons Learned 30 30 $20.00

1.1.12 Updating Remaining OPAs 60 60 $40.00

1.1.13 Closing Checklist 30 30 $20.00

1.1.14 Change Request Analysis 30 30 $20.00

1.1.15 Project Archiving 60 60 $40.00

1.1.16 Project Closing Meeting with Sponsor 30 30 $20.00

1.1.17 Project Hand‐Off with Sponsor 30 30 $20.00

300 255 255 255 255 255 120 180 1875 $1,250.00

1.2.0 Consulting Approved Vendor Lists 60 60 $25.00

1.2.1 Check Lowest Vendor Cost 30 30 $12.50

1.2.2 Ticket Purchase 20 20 $8.33

1.2.3 Reservations 60 10 10 10 90 $37.50

1.2.4 Vendor Payment 20 20 $8.33

1.2.5 Cancellations 20 20 $8.33

1.2.6 Resale 20 20 $8.33

1.1.8 Team Meetings 15 15 15 15 15 75 $31.25

1.2.7 Closing Vendor Contracts 30 30 $12.50


90 95 25 25 25 75 30 30 395 $164.58

Week 7 Week 8Week 4 Week 5 TotalWeek 6

Task

PROJECT SCHEDULE Cost/Minute Week 1 Week 2 Week 3

Plan

Project

Management

Close

Totals

Procurement

Plan

Close

Totals


10/19/2015



WBS DICTIONARY ENTRY

WBS Dictionary EntryOctober 3, 2015

WBS Item Number: 1.2.3 WBS Item Name: ReservationsResponsibility Person: Jorida LatifiEstimated Cost: $27.50Estimate Duration: 60 minutesResource Requirements: Organizational vendor list, organizational travel software

Description: The purpose of Reservations is to make 54 airline reservation and hotel reservations, as well as transportation reservations.


10/19/2015


MILESTONES

Two weeks after Event:

At least 50% rate of customer questionnaire

Final team and sponsor meeting re project success

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Sept. 20

Sept. 21

Planning Start

Advertising Start

Sept. 22 Sept. 23 Sept. 24 Sept. 25 Sept. 26

Sept. 27Sept. 28

Procurement StartSept. 29 Sept. 30 Oct. 1 Oct. 2 Oct. 3

‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐

Oct. 25 Oct. 26 Oct. 27 Oct. 28 Oct. 29 Oct. 30 Oct. 31

12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM

Cut off Sale of

Ticket Packages

Pay for

Hotel / Flight

Reservations

Sell Unused

Game Tickets

Cancel Unused

Hotel / Flight

Reservations

Shut Down

Advertising

October 30th

PROJECT BUDGETFinancial Analysis

Exhibit A: Financial Analysis

Assume project ends on October 30th, 2015

Proposed Budget as of September 25th, 2015

Costs

Airline/Hotel Cost $13,000.00

Ticket Cost $6,750.00

Food Cost $6,000.00

Transportation Cost $3,000.00

Internal Labor Cost $2,145.00

Travel insurance $500.00

Additional Internal Labor Costs for Game Chaperones Costs (Total Cost = $4280.00)

Labor $2,880.00

Food $1,000.00

Hotel $956,00

Travel Insurance $400.00

Total Cost $35,675.00

Benefits $45,000.00

Profit $9,325

ROI 26.14%

Payback is one month ,October 30th, 2015

Assumptions

∙ Travel package price will be $900 per person

∙ 50.00% markup on travel package costing company $600

∙ Project has only one initial capital outlay. $6,750 for 54 event tickets, priced at $125.00

∙ Project would make up this capital outlay after 8 travel packages are sold.

∙ If ticket vendor re purchases the tickets at 50%, initial capital outlay drops to $3,125.

Project would make up this capital outlay after 4 travel packages are sold

∙ Internal labor costs are based on 3 people paid $25.00 working 10 hours

∙ and 1 person paid $40.00 per hour working 10 hours

∙ Costs are based on the assumptions and constraints in Section 5.

∙ Food costs are projected at a high rate and may be lowered.

∙ Difference between purchase cost of tickets and sale cost of unused tickets

has not yet been accounted for in the proposed budget

∙ Chaperone plane fare, hotel, food and labor is itemized separately.

Cost of game tickets for chaperones are not itemized separately.

∙ Chaperone labor is calculated at 3 people paid for 72 hours at $10.00 per hour

∙ Travel insurance cost set at $100 per person


10/19/2015



WBS DICTIONARY ENTRY

WBS Dictionary EntryOctober 3, 2015

WBS Item Number: 1.2.3 WBS Item Name: ReservationsResponsibility Person: Jorida LatifiEstimated Cost: $27.50Estimate Duration: 60 minutesResource Requirements: Organizational vendor list, organizational travel software

Description: The purpose of Reservations is to make 54 airline reservation and hotel reservations, as well as transportation reservations.


10/19/2015


MILESTONES

Two weeks after Event:

At least 50% rate of customer questionnaire

Final team and sponsor meeting re project success

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Sept. 20

Sept. 21

Planning Start

Advertising Start

Sept. 22 Sept. 23 Sept. 24 Sept. 25 Sept. 26

Sept. 27Sept. 28

Procurement StartSept. 29 Sept. 30 Oct. 1 Oct. 2 Oct. 3

‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐ ‐‐‐

Oct. 25 Oct. 26 Oct. 27 Oct. 28 Oct. 29 Oct. 30 Oct. 31

12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM 5:00 PM 6:00 PM

Cut off Sale of

Ticket Packages

Pay for

Hotel / Flight

Reservations

Sell Unused

Game Tickets

Cancel Unused

Hotel / Flight

Reservations

Shut Down

Advertising

October 30th

PROJECT BUDGETFinancial Analysis

Exhibit A: Financial Analysis

Assume project ends on October 30th, 2015

Proposed Budget as of September 25th, 2015

Costs

Airline/Hotel Cost $13,000.00

Ticket Cost $6,750.00

Food Cost $6,000.00

Transportation Cost $3,000.00

Internal Labor Cost $2,145.00

Travel insurance $500.00

Additional Internal Labor Costs for Game Chaperones Costs (Total Cost = $4280.00)

Labor $2,880.00

Food $1,000.00

Hotel $956,00

Travel Insurance $400.00

Total Cost $35,675.00

Benefits $45,000.00

Profit $9,325

ROI 26.14%

Payback is one month ,October 30th, 2015

Assumptions

∙ Travel package price will be $900 per person

∙ 50.00% markup on travel package costing company $600

∙ Project has only one initial capital outlay. $6,750 for 54 event tickets, priced at $125.00

∙ Project would make up this capital outlay after 8 travel packages are sold.

∙ If ticket vendor re purchases the tickets at 50%, initial capital outlay drops to $3,125.

Project would make up this capital outlay after 4 travel packages are sold

∙ Internal labor costs are based on 3 people paid $25.00 working 10 hours

∙ and 1 person paid $40.00 per hour working 10 hours

∙ Costs are based on the assumptions and constraints in Section 5.

∙ Food costs are projected at a high rate and may be lowered.

∙ Difference between purchase cost of tickets and sale cost of unused tickets

has not yet been accounted for in the proposed budget

∙ Chaperone plane fare, hotel, food and labor is itemized separately.

Cost of game tickets for chaperones are not itemized separately.

∙ Chaperone labor is calculated at 3 people paid for 72 hours at $10.00 per hour

∙ Travel insurance cost set at $100 per person


10/19/2015


PROCUREMENT CRITERIA AND CONTRACTS

Procurement is required to use approved organizational vendors.

One contract to be used:

Transportation company at a fixed hourly rate of $95 per/hour

EXECUTING PROCESS GROUP

HUMAN RESOURCES PLAN

Type of Resource Meaning 1 2 3 4 5 6 7.00 8.00

PM Project Management 0.25 0.04 0.04 0.04 0.04 0.04 0.05 0.08

PR Procurement 0.25 0.04 0.01 0.01 0.01 0.03 0.01 0.01

AD Advertising 0.25 0.08 0.05 0.05 0.05 0.05 0.03 0.01

CU Customer Service 0.25 0.06 0.06 0.06 0.06 0.06 0.04 0.04

0

0.05

0.1

0.15

0.2

0.25

0.3

1 2 3 4 5 6 7 8

Number of people

Weeks

PM PR AD CU



10/19/2015


COMMUNICATIONS PLAN


COMMUNICATIONS PLAN (CONTINUED)



10/19/2015


PROCUREMENT CRITERIA AND CONTRACTS

Procurement is required to use approved organizational vendors.

One contract to be used:

Transportation company at a fixed hourly rate of $95 per/hour


HUMAN RESOURCES PLAN

Type of Resource Meaning 1 2 3 4 5 6 7.00 8.00

PM Project Management 0.25 0.04 0.04 0.04 0.04 0.04 0.05 0.08

PR Procurement 0.25 0.04 0.01 0.01 0.01 0.03 0.01 0.01

AD Advertising 0.25 0.08 0.05 0.05 0.05 0.05 0.03 0.01

CU Customer Service 0.25 0.06 0.06 0.06 0.06 0.06 0.04 0.04

0

0.05

0.1

0.15

0.2

0.25

0.3

1 2 3 4 5 6 7 8

Number of people

Weeks

PM PR AD CU



10/19/2015


COMMUNICATIONS PLAN





10/19/2015




QUALITY PLAN, METRICS, CHECKLISTS

Quality Management Plan:

The goal of the quality management plan is to ensure that our customers are satisfied during our sporting event travel packages.

Quality Metrics:

The quality standards that apply to this project are:

Supplier selection standards:

Past performance and developing partnerships will be key issues for this project.

Choice of hotel will be based on at least a 3.5 out of 5 stars in Zagat’s Guide to Hotels.

Choice of airline will be based on on-time flight record according to FlightStats, a Global Airline flight tracker.

MONITORING AND CONTROLLING PROCESS GROUP


10/19/2015


QUALITY CHECKLISTS

Quality checklists for:

Airline travel:

Price

Leg room / Carry on luggage / Overbooking

On time record

Hotel Rooms:

Price

Check in / Check out times

Restaurant adjacent

Transportation:

Cost

Type of Vehicle

Safety Record

On time Record


PROJECT RESULTS

The Sporting Event Ticket package was very successful. The project generated a profit of $7,760 dollars. This is a 20.93% ROI for Global Travel Inc.

The project objective was to sell fifty travel event packages. This goal was accomplished.

The project team developed quality checklists to measure the effective participation of the airline, hotel, and transportation companies

The project team anticipated and planned for project risks. This planning greatly aided the company chaperones.

Customer complaints were almost non-existent. Customer surveys, that have been returned, are almost unanimous in their approval of the overall customer experience.

CLOSING PROCESS GROUP


10/19/2015




QUALITY PLAN, METRICS, CHECKLISTS

Quality Management Plan:

The goal of the quality management plan is to ensure that our customers are satisfied during our sporting event travel packages.

Quality Metrics:

The quality standards that apply to this project are:

Supplier selection standards:

Past performance and developing partnerships will be key issues for this project.

Choice of hotel will be based on at least a 3.5 out of 5 stars in Zagat’s Guide to Hotels.

Choice of airline will be based on on-time flight record according to FlightStats, a Global Airline flight tracker.



10/19/2015


QUALITY CHECKLISTS

Quality checklists for:

Airline travel:

Price

Leg room / Carry on luggage / Overbooking

On time record

Hotel Rooms:

Price

Check in / Check out times

Restaurant adjacent

Transportation:

Cost

Type of Vehicle

Safety Record

On time Record


PROJECT RESULTS

The Sporting Event Ticket package was very successful. The project generated a profit of $7,760 dollars. This is a 20.93% ROI for Global Travel Inc.

The project objective was to sell fifty travel event packages. This goal was accomplished.

The project team developed quality checklists to measure the effective participation of the airline, hotel, and transportation companies

The project team anticipated and planned for project risks. This planning greatly aided the company chaperones.

Customer complaints were almost non-existent. Customer surveys, that have been returned, are almost unanimous in their approval of the overall customer experience.



10/19/2015


ORIGINAL VS. ACTUAL SCOPE, SCHEDULE, BUDGET

The project team successfully met the original scope.

The project team completed ALL scheduled work that was planned for this project.

The project was completed under budget and under cost. However, this was because the project manager and the project over-estimated the amount of labor hours, and thus cost, during the planning and closing phases.


PROJECTING AND FORECASTING

The project planned for four team members to have a total hourly output of 10 hours.

A recorded Earned Value (EV) of 10 hours per week.

The actual schedule cost varied between 8.92 to 10.42 hours of work depending on the week.

Work output equaled our planned work input for the first four weeks, therefore we calculated a schedule variance (SV) of 0.0.

Cost variance (CV) ranged between -0.42 to 1.08 depending on the week.

Based on the cumulative (CUM) breakdown of the CV, we were initially over budget the first two weeks, then under budget after the third week.

Steady schedule performance index (SPI) of 1.0 thru the first 4 weeks.

Cost performance index(CPI) was at 0.96 at week 1, but ranged between 1.03 and 1.12 during weeks 2 through 4.

Projected cumulative CPI at the end of the project is 1.05, a cost under-run.



10/19/2015


Projecting and ForecastingCLOSING PROCESS GROUP

Projecting and Forecasting

1 2 3 4

Planned Value (PV) (Hrs)= 10 10 10 10

Earned Value (EV) (Hrs.) = 10 10 10 10

Actual Cost (AC) (Hrs.) = 10.42 9.75 8.92 8.92

8

8.5

9

9.5

10

10.5

11

Hours

EV ‐ PV ‐ AC

Week

EAC =72/1.05 EAC= 68.57142857

VAC = 3.428571429

Method 2: Assume that the cost performance for the remainder of the task will be the same as what it has been for the work done to date.

EAC = Budget at completion (BAC) / Cumulative cost performance index (CPI)

Variance At Completion (VAC)

The project has a ‐ 3.4 hour cost overrun

EAC = BAC / CPI

EAC = BAC = 72/ CPI =1.05

VAC = BAC ‐ EAC

VAC =72 ‐ 68.57143



10/19/2015


ORIGINAL VS. ACTUAL SCOPE, SCHEDULE, BUDGET

The project team successfully met the original scope.

The project team completed ALL scheduled work that was planned for this project.

The project was completed under budget and under cost. However, this was because the project manager and the project over-estimated the amount of labor hours, and thus cost, during the planning and closing phases.


PROJECTING AND FORECASTING

The project planned for four team members to have a total hourly output of 10 hours.

A recorded Earned Value (EV) of 10 hours per week.

The actual schedule cost varied between 8.92 to 10.42 hours of work depending on the week.

Work output equaled our planned work input for the first four weeks, therefore we calculated a schedule variance (SV) of 0.0.

Cost variance (CV) ranged between -0.42 to 1.08 depending on the week.

Based on the cumulative (CUM) breakdown of the CV, we were initially over budget the first two weeks, then under budget after the third week.

Steady schedule performance index (SPI) of 1.0 thru the first 4 weeks.

Cost performance index(CPI) was at 0.96 at week 1, but ranged between 1.03 and 1.12 during weeks 2 through 4.

Projected cumulative CPI at the end of the project is 1.05, a cost under-run.



10/19/2015


Projecting and ForecastingCLOSING PROCESS GROUP

Projecting and Forecasting

1 2 3 4

Planned Value (PV) (Hrs)= 10 10 10 10

Earned Value (EV) (Hrs.) = 10 10 10 10

Actual Cost (AC) (Hrs.) = 10.42 9.75 8.92 8.92

8

8.5

9

9.5

10

10.5

11

Hours

EV ‐ PV ‐ AC

Week

EAC =72/1.05 EAC= 68.57142857

VAC = 3.428571429

Method 2: Assume that the cost performance for the remainder of the task will be the same as what it has been for the work done to date.

EAC = Budget at completion (BAC) / Cumulative cost performance index (CPI)

Variance At Completion (VAC)

The project has a ‐ 3.4 hour cost overrun

EAC = BAC / CPI

EAC = BAC = 72/ CPI =1.05

VAC = BAC ‐ EAC

VAC =72 ‐ 68.57143



10/19/2015


LESSONS LEARNED

Achieved of Project Scope, Time and Cost Goals.

Pilot project was successful. The project had a cash return of $9.325.00 and an ROI return of 26.14%.

Planned hours during the Planning and Closing Phases were insufficient.

Potential customer outreach could have been widened with advertising to NFL and specific team websites.

Need for better coordination between customers, personnel and vendors.



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PRM 600 Final Power Point Ross edits - WordPress.com · PRM 600 Final Presentation Professor Theis October, 19, 2015 Team Members: Shuman Latifi Kopher Msambichaka PROJECT PLAN Global