Project Management Plan Final

Running Head: PROJECT MANAGEMENT PLAN

Project Management Plan

Project Barn Build

GSL-PM-690 Final Paper

Travis Massey

Janette Schuler

Dennis Woolwine

University of Charleston

Author Note

Janette Schuler, Dennis Woolwine and Travis Massey, Department of Strategic

Leadership in Project Management, University of Charleston

Correspondence concerning this article should be addressed to Janette Schuler, 225

Hichwood Ct., Gerrardstown, WV 25420. Contact: [email protected],

[email protected] or [email protected]

mailto:[email protected]


PROJECT MANAGEMENT PLAN ii

Table of Contents

Project Management Plan................................................................................................................1

Inputs........................................................................................................................................1

Project statement of work.........................................................................................................1

Business Case...........................................................................................................................2

Agreements...............................................................................................................................3

Timeline....................................................................................................................................4

Suggested timeline...................................................................................................................4

Funding Source.........................................................................................................................5

Estimate....................................................................................................................................5

Assumptions, Constraints and Risks........................................................................................6

Assumptions.............................................................................................................................6

Constraints................................................................................................................................7

Inputs to Project Management Plan..........................................................................................8

Project Charter..........................................................................................................................8

Outputs from Other Processes..................................................................................................8

Project Baselines......................................................................................................................8

Enterprise Environmental Factors............................................................................................8

Organizational Process Assets..................................................................................................9

Tools & Techniques...............................................................................................................10

PROJECT MANAGEMENT PLAN iii

Expert judgment.....................................................................................................................10

Facilitation techniques............................................................................................................11

Outputs...................................................................................................................................11

Scope Management Plan................................................................................................................13

Define Scope of Work-Graber Pole Buildings.......................................................................13

Define Scope of Work-Manor Concrete................................................................................15

Define Scope of Work-Team 1..............................................................................................15

Validate Scope-Sub-contractor Requirements.......................................................................15

Assumptions, Constraints and Risks......................................................................................16

Work Breakdown Structure....................................................................................................16

Time Management Plan.................................................................................................................17

Cost Management Plan..................................................................................................................18


Control Costs-Change Control Process..................................................................................20

Project Budget........................................................................................................................20

Quality Management Plan.............................................................................................................21

Inputs......................................................................................................................................21

Scope Baseline.......................................................................................................................21

Requirements Documentation................................................................................................21

Stakeholder Register...............................................................................................................22

PROJECT MANAGEMENT PLAN iv

Tools & Techniques-Process Improvement Plan...................................................................24

Perform Quality Assurance....................................................................................................25

Quality Audits........................................................................................................................26

Outputs-Change Requests......................................................................................................26

Human Resource Management Plan..............................................................................................27

Inputs......................................................................................................................................27

Activity Resource Requirements............................................................................................27

Enterprise environmental factors............................................................................................29

Organizational process assets.................................................................................................29


Organization charts and position descriptions........................................................................30

Outputs...................................................................................................................................31

Human Resource Management Plan......................................................................................31

Staffing Management Plan.....................................................................................................33

Roles and Responsibilities (Figure 1: Click to return to outputs)..........................................34

Communications Management Plan..............................................................................................37

Input........................................................................................................................................37

Key Stakeholder Groups........................................................................................................38


Communication Technology and Methods............................................................................39

PROJECT MANAGEMENT PLAN v

Information Management Systems.........................................................................................41

Other Communications Methods............................................................................................43

Outputs from Meetings (p.307-308).......................................................................................43

Inputs-Identify risks...............................................................................................................44


Qualitative Risk Analysis.......................................................................................................45

Quantitative Risk Analysis.....................................................................................................46

Output-Risk Register..............................................................................................................47

Procurement Management Plan.....................................................................................................49

Input-Procurement Documents...............................................................................................49

Fixed Price Contract...............................................................................................................49

Cost-Reimbursable Contract..................................................................................................50


Source Selection Criteria........................................................................................................50

Concrete Delivery...................................................................................................................50

Independent Estimates............................................................................................................51

Vertical Construction.............................................................................................................51

Manual Labor.........................................................................................................................51

Responsibilities and Authorities.............................................................................................52

Outputs-Agreements...............................................................................................................53

PROJECT MANAGEMENT PLAN vi

Procurement risk and reporting formats.................................................................................53

Work Performance Measurement...........................................................................................53

Identify Stakeholders..............................................................................................................54

Inputs......................................................................................................................................54

Project charter.........................................................................................................................54

Procurement documents.........................................................................................................55

Enterprise environmental factors............................................................................................55


Outputs...................................................................................................................................57

Stakeholders register..............................................................................................................57

Plan stakeholder management................................................................................................57

Inputs......................................................................................................................................58


Outputs...................................................................................................................................60

References......................................................................................................................................62

APPENDIX A........................................................................................................................63

USDA Requirements.....................................................................................................................63

Appendix B.............................................................................................................................72

FOOTNOTE 1........................................................................................................................74

PROJECT MANAGEMENT PLAN vii

Abstract

Project Plan (Team Paper and Presentation)

Teams will finalize the remaining sections of their project management plan that were started in

GSL-PM-650 and added to in GSL-PM-690. The final submitted Project Management Plan is to

be no more than 12,500 words excluding references.

The electronic team presentation should be no more than a 15-minute presentation with no more

than 15 slides (including title page and excluding references) and no less than 24-point font.

Students will present their projects to cohort members and facilitator. Guests may be invited

including representatives from outside organizations, School of Leadership and Professional

Development, or current students in other cohorts. Presentations should be an executive

summary of the project management plan with emphasis on results and recommendations.

Electronic presentations should be submitted through the Assignment tool in the online platform

immediately following presentation and should include narrative for each slide in the notes

section of the slide or as a supplemental document.

Keywords: communications management plan, communication methods

Keywords: risk, risk management plan, risk register,

PROJECT MANAGEMENT PLAN viii

Running Head: PROJECT MANAGEMENT PLAN1


As cited from the Project Management Institute in the PMBOK Guide, fifth Edition

(Project Management Institute, Inc, 2013) Defines how the project will be executed, monitored

and controlled, and closed. The process of defining, preparing and coordinating all subsidiary

plans and integrating them into a comprehensive project management plan as a key centralized

document that defines the basis of all project work (p.76).

1) Who is responsible for the project management plan?

1. Team 1

2) Who can approve changes to the project management plan?

2. Team 1

3. PMO

3) Who can suggest changes to the project management plan?

4. PMO

5. Team 1

6. Stakeholders

Project Charter

Inputs

Project statement of work.

Defines the high-level boundaries of the project and starting point for initial planning

throughout the Initiating Process Group (p.66).

1) To secure approval and funding for project barn build.

PROJECT MANAGEMENT PLAN 2

2) We plan to make $55.00/hour for our labor or an approximate 10% profit equating to

$1,780.00.

3) We plan to attract business from nearby farms and receive recommendations from the USDA

for future and much larger projects.

The Barn Build project charter documents and tracks the necessary information required

by decision maker(s) to approve the project for funding. The project charter includes the needs,

scope, justification, and resource commitment as well as the project’s sponsor(s) decision to

proceed or not to proceed with the project. The project charter, intended for the project sponsor

and USDA and created during the Initiating Phase of the project

Business Case

Dennis Woolwine, Travis Massey and Janette Schuler will manage the Barn Build

Project, sponsored by the USDA and the owner of the farm. The project, intended to construct a

new barn in Gerrardstown, WV, will protect livestock, feed and medicine from the natural

elements. The expected project duration, including approvals by the USDA and county is five

months and the estimated project budget is a maximum of $20,000.00. The objectives are:

1) Justify the practical business needs of the construction of a new barn

2) Apply common business knowledge and obtain the financial means to build the barn

3) Build the barn within specific time and budget constraints

Business Justification.

The Santee Goat Farm requires the construction of a new barn to replace an aging and

dilapidated existing structure. The new barn is needed for protection and shelter of livestock and

to protect feed and medications for the animals from becoming tainted from overexposure to the

elements. In addition a quarantine area will be accounted for in the build to reduce the chance of


sick goats exposing healthy goats to disease or illness while in treatment. This is imperative

considering the PED Virus killed over 1 million piglets in the USA in 2014 alone.

Agreements

High-level project description.

The following table presents the requirements that the project’s product, service or result

must meet in order for the project objectives to be satisfied.

Req. # Requirement Description

1 Business case and project charter approval

2 Approval of structure with property owner, USDA and County ordinances

3 Receipt of permit from county

4 USDA and owner funding approved and initial installment received

5 Begin construction

6 Timely inspections and approvals by the USDA per various project phases

7 Complete construction

High-level requirements.

High-level deliverables required for successful completion of project barn build.

Major Deliverable Deliverable Description

Business Case Approval Approves barn design and

initiates the charter

Project charter approval Authorizes the funding of the project

Hiring of contractors Contract finalizations

Commencement of concrete slab Construction begins with grading

USDA approval for partial payment(s)

633 - Waste Recycling

http://www.nrcs.usda.gov/wps/portal/nrcs/main/national/programs/farmbill/

2/1/2015 4/30/2015 5/1/2015 07/01/2015

Construction of barn Completed

Construction of barn begins

Requirements analysis & contract finalization

Approval of business plan and project charter

6/1/2015


642 - Water Well

620 - Underground Outlet

466 - Land Smoothing

590 - Nutrient Management

606 - Subsurface Drain Construction begins with footer

516 - Livestock Pipeline Construction begins with slab

561 - Heavy Use Area Protection

Commencement of barn build Construction begins with structural steel

USDA approval for partial payment Construction begins with gutter

558 - Roof Runoff Structure

380-Windbreak/Shelterbelt Establishment

Commencement of interior work Construction begins with stalls, office,

lighting and windows

614 - Watering Facility Construction begins with plumbing

Completion of work Owner approval and final payment

Timeline.

Suggested timeline

Based on initiation through closing of the project

Milestones

The table below lists the high-level Executive Milestones of the project and their

estimated completion timeframe.

Executive Milestone Estimated Completion


Timeframe

Business case and project charter approval and sign off 1/23/2015-2/1/2015

Requirements analysis including material take-off and

final signing of all contracts for labor

2/1/2015-4/30/2015

Horizontal construction begins 5/1/2015

Vertical construction begins 6/2/2015

Construction and final inspections complete 07/01/2015

Funding Source

Operational budget extracted from owner and USDA grant monies.

Estimate

This section provides a summary of estimated spending to meet the objectives of the barn

build project as described in this project charter. This preliminary summary of spending should

reflect costs for the entire investment lifecycle. It does present probable funding requirements

and to assist in obtaining budgeting support.

Budget ………………………………….…........ $10,000.00 to $20,000.00


Itemized Budge t

Expected grant receipts.................................................................(7,385.00)

Concrete 36 x 36 pad.......................................................................4,860.00

Structural steel...............................................................................10,591.00

Administrative costs .......................................................................1,780.00

Contingency Labor @ $55/hr x ~ 18 hours.....................................1,000.00

Equipment.............................................................................................5,000

Sink.....................................................................................................200.00

Pipe and fittings..................................................................................200.00

Walk in door.......................................................................................150.00

Lights and wiring.............................................................................1,750.00

Steel gate partitions.............................................................................490.00

Total............................................................................................$18,636.00i

Assumptions, Constraints and Risks

Assumptions

This section identifies factors believed to be true, real or certain, without proof or demonstration.

1) If the charter is not approved and the existing structure is not replaced, livestock lives

will be lost and hay (a major food source) would continue to be wasted

2) Considering the Porcine Epidemic Diarrhea (PED) virus killed 1 million baby pigs in

2014, the spread of contagion would continue to be high


3) USDA guidelines, when met, will result in monetary receipts of $7,385.00 but if not met,

could result in an approximate 30% loss of guaranteed funds plus penalties for failure to

comply

4) Goats will be in a nearby confinement area during the construction period

5) Gates will be shut and latched correctly at all times by the contractors

6) There is a lay-down yard available that the owner states is a safe area

7) Contractors are licensed and bonded to work in the state of West Virginia

8) Owner is licensed and insured in the state of West Va. for up to $300,000.00 for

inadvertent injury and damages caused by her livestock

9) Owner is not liable for any other type of injury or damage

10) Barn will meet all Berkeley County ordinance and guidelines

Constraints

This section identifies any limiting factors that could affect the execution of the project.

1) Miss Utility requires 48 hour notification before any digging

2) USDA will provide a detailed list of guidelines and phases that must be completed in

order for each check to be issued

3) Four days advanced notice must be given when ordering concrete

4) Project must be completed no later than August 30, 2015 but preferably by July 1, 2015

5) Adverse weather conditions

6) Organizational process assets-The processes and policies to mitigate theft, work within

defined safety boundaries, keep disruption from this project to the farm to a minimum,

and complete the project within specified tolerances to meet USDA, Berkeley County,

and the Santee farm specifications


Inputs to Project Management Plan

Project Charter

Outputs from Other Processes

1) Communications management plan

2) Cost management plan

3) Human resource management plan

4) Procurement management plan

5) Quality management plan

6) Requirements management plan

7) Schedule management plan

8) Scope management plan

9) Stakeholder management plan

Project Baselines

1) Cost baseline

2) Schedule baseline

3) Scope baseline

4) Project management plan updates

Enterprise Environmental Factors

1) Government & industry standards

2) PMBOK for vertical and focus area

3) Project management information system

4) Organizational structure, culture, management practices & sustainability

Safety meetings and toolbox talks required daily

OSHA 10 Certification required by all sub-contractors


5) Infrastructure

Access is through a community road and care must be taken in order to

prevent damage to existing pavement and avoid congestion

6) Personnel administration

See Human Resource Management Plan

Organizational Process Assets

1) Standardized guidelines, work instructions, proposal evaluation criteria and performance

measurement criteria

USDA provides the standardized guidelines for the horizontal and vertical

phases of the project

2) Project management plan template including

Guidelines and criteria to satisfy the specific needs of the project per

USDA standards

Project closure guidelines such as product validation & acceptance criteria

to be approved by the USDA, owner and Berkeley County Planning

Commission (BCPC)

3) Change control procedures

To be approved by owner, USDA, sub-contractor(s), PMO, BCPC and

other pertinent stakeholders

To be in formal writing

To be added to verification close project or phase

Any financial expenditures associated with change should be paid upfront

4) Project files from previous projects


Review USDA historical records and guidelines from other similar

projects in order to quire a better understanding of the sustainable farm

grant process over all and to obtain ideas for improvement and new project

obtainment

5) Historical information and lessons learned knowledge base

This project will be added to the PMO and USDA historical records,

reviewed with a report issues by Dec. 2015

6) Configuration management knowledge base containing the versions and baselines of all

official organization standards, policies, procedures and any project documents

The BCPC code

USDA and NRCS code and guidelines

Code of Standard Practice for Structural Steel AISC

ANSI

WV state guidelines

General Contractor Code

International Plumbing Code ICC

National Electrical Installation Standards NEIS

Excavation and Grading Codes

Deerwood Development Community Codes

Tools & Techniques

Expert judgment

1) Taylor the process to meet the project needs

(i) USDA


(ii) Sub-contractors

(iii) Building standards

(iv) National Center for Construction Education and Research – Ironworking

NCCER

2) Develop technical and management details to be included in the project management plan

3) Determine resources and skill levels needed to perform project work

4) Define the level of configuration management to apply on the project

5) Determine which project documents will be subject to the formal change control process

6) Prioritize the work on the project to ensure the project resources are allocated to the

appropriate work at all times

Facilitation techniques

1) Guides the development of the project management plan through brainstorming, conflict

resolution, problem solving and meeting management

1. Janette Schuler: Outline and formatting

2. Dennis Woolwine: Draft and finalization

3. Travis Massey: Draft and finalization

Outputs

1) Project management plan process (Project Management Institute, 2013, pp. 72-78)

1. Project management plan

(i) Plan scope management

(ii) Validate scope

(iii) Control scope

(iv) Plan schedule management


(v) Control schedule

(vi) Plan cost management

(vii) Control costs

(viii) Plan quality management

(ix) Control quality

(x) Plan human resource management

(xi) Plan communications management

(xii) Control communications

(xiii) Plan risk management

(xiv) Control risks

(xv) Plan procurement management

(xvi) Control procurements

(xvii) Close procurements

(xviii) Plan stakeholder management

(xix) Control stakeholder engagement

(a) Direct & manage project work

Dennis Woolwine

Travis Massey

(b) Monitor and control project work

Janette Schuler

USDA

(c) Perform integrated change control

Dennis Woolwine


Travis Massey

Janette Schuler

(d) Close project or phase

Travis Massey

USDA

Scope Management Plan

Ms. Santee is looking for a Steel building to contain livestock and an office at a

Gerrardstown, WV farm. The awarded vendor will be responsible for costs on the following:

1) The supply of a 36’ x 36’ foot steel building

2) Engineering, drawings, stamped by a WV PE for flooring, walls indicated in the following

scope.

3) Installation of the building after the foundations are built

Define Scope of Work-Graber Pole Buildings

The building, 36’ x 36’ and have a steel building above the finished floor [with 4’

foundation under a 10” thick floor]. The building is to be enclosed on one end and have a 10’

foot opening on the other for open access.

The design shall meet ISBC 08/IBC 06 and shall meet the local building requirement for the

Martinsburg, WV area. Snow load, wind load, wind exposure and Seismic design must be

considered and listed.

The final design must be signed and stamped by a licensed professional engineer (PE) licensed in

the state of WV


The contractor is to include an estimate of operating, hours, labor costs and a schedule to conduct

the installation of the awarded building before April 1.

Note: All contractor’s employees and subcontractors must have a current OSHA 10 training

certificate.


Define Scope of Work-Manor Concrete

The building, 36’ x 36’ and have a steel building above] the finished floor with 4’

foundation on top of a 10” thick floor. The building is to be enclosed on one end and have a 10’

foot opening on the other for open access.

The design shall meet ISBC 08/IBC 06 and shall meet the local building requirement for the

Martinsburg, WV area. Snow load, wind load, wind exposure and Seismic design must be

considered and listed.

The final design must be signed and stamped by a licensed professional engineer licensed in the

state of WV

The contractor is to include an estimate of manning, hours, labor costs and a schedule to conduct

the installation of the awarded foundation and floor before April 1.

Note: All contractor’s employees and subcontractors must have a current OSHA 10 training

certificate.

Define Scope of Work-Team 1

1) Provide adequate storage and work area for the contractor

2) Designate a location for the excavated materials to be dumped

Validate Scope-Sub-contractor Requirements

1) Proof of insurance

2) OSHA ID number

3) All OSHA safety policies will be followed

4) All contractor employees and sub-contractors must have hard hats with [attached] hearing

protection, high visibility clothing, safety glasses, steel toed shoes and safety locks with tags


5) All work areas will be kept in a safe and orderly fashion at all times

6) All parts, tools and equipment should be stored properly before leaving the work site

7) Used parts, trash and debris to be placed in dumpster or location provided by team 1 or

owner

8) Contractor to provide all necessary men, tools, parts, equipment, and supervision to properly

9) Complete the job on time

10) Contractor to provide daily time sheets to the team 1 project monitor, Janette Schuler (time

sheets by team 1)

11) Any additional work required that is not covered in the contract should be approved only by

the monitor and recorded on the daily time sheet

12) An issue ticket must be filled out and signed by the project monitor at the time of approval

13) Team 1 reserves the right to cancel the contract at any time if these requirements are not met

14) Contractor's must use the parking area designated by the project monitor for their personal

vehicles

Assumptions, Constraints and Risks

Work Breakdown Structure


Time Management Plan

Staff acquisition is at the discretion of sub-contractors. Resource calendars are flexible

but no work on Saturdays per the owner request.

SEE Resource Calendar

March 15 to May 1 is financially significant due to the necessary down payments to sub-

contractors and Team 1. The owner’s initial deposit must be 50% of the projected budget in

order to cover the costs totaling approximately $10,800.00. There is a two-week lag time

between phase completions and USDA payments to the owner and subsequently to Team 1.

Ninety-nine percent of the payments will be made by July 1. All of the payments and receipts

will be made by July 31.


Cost Management Plan

In this section, the Barn Build Project team will describe how costs are planned,

structured and controlled. As such, the Cost Management Plan will identify the following areas:

1) Who is responsible for managing costs

2) Who has the authority to approve changes to the project or its budget

3) How cost performance is quantitatively measured and reported upon

4) Report formats, frequency and to whom they are presented

Through the course of the project, the project management team will hold overall

responsibility for managing and reporting all costs. The entire project team and senior leadership

will be briefed on cost reports periodically. Additionally, the project management team will

review the overall cost performance of the project since the last reporting period. Used in the

assessment of the project’s performance are earned value calculations. The project management

team is also responsible for cost deviations and briefing the sponsor with potential remedial

options should the need to make corrective action occur. Final authority to make necessary

corrective actions rests with the project sponsor.

Tools & Techniques

The Barn Build project team has assessed associated costs at the second level of the

WBS. Using Control Accounts, the project management team will create a more transparent

methodology for tracking overall costs. To aide in the Earned Value tabulations, the Control

Accounts will provide the necessary measurements and management needs to effectively track

the overall financial performance of the project. For ease of measurement and calculation, costs

will be rounded up to the nearest whole dollar/hour.


Should cost variances of +/- 0.1 occur, the status of the cost and schedule performance

indices are reported as yellow (cautionary). Variances of +/- 0.2 are reported as red (alert). A

red report will require appropriate corrective action from the project management team to bring

the offending index back to at least yellow (+/- 0.1). As such, corrective actions do require

approval of the sponsor to ensure the project scope adaptation.

Measuring project costs.

Project costs will be based on current material procurement estimates as well as quoted

contractor/hourly rates costs. Additionally, to provide for a more accurate estimate a 1.5%

inflation rate will be applied to all cost estimates to account for raises in prices. The additional

1.5% increase is requested to be held in a contingency fund.

Our planned value is not to exceed $20,000. This is based on calculating the baseline

costs associated with project + (hours for completion x hourly rate) arriving at the initial budget.

Taking this figure and adding an additional 1.5% will allow us to arrive at the final value.

Through the process of constructing the barn, the project management team will

continually assess the cost of the barn as based on the budget presented. We will routinely assess

the Actual Cost of the barn build using standard AC (ACWP) formulas as AC = (hourly rate x

total hours currently spent) + materials purchased. With this information, we will document the

amount of overtime spent on the project and account for any atypical delays. For future projects,

these numbers will used to assess the initial planned value.


Cost variance response process.

As assessments on cost are conducted, the Project Management team will present to the

Project Sponsor suggested corrective actions should the CPI drop less than .8 or go over 1.2.

Plans are to be documented in a Cost Variance Corrective Action Plan and presented to the

sponsor within five business days. The sponsor will determine the preferred course of action

within three business days. The Cost Variance Corrective Action Plan will provide the necessary

corrective actions needing accomplished to bring the project back within budget.

Control Costs-Change Control Process

Should the need arise in changing the budget or associated costs with this project, the

Project Sponsor serves as the final approval authority.

Project Budget

The project budget, outlined in the project charter, includes the overall construction costs

of Project Barn Build as negotiated with the providing organizations.

Material costs (including the barn and required construction) ................................$23,241

Contingency Labor @ $55/hr x ~ 18 hours ...............................................................$1,000

Administrative costs ...................................................................................................$1,780

USDA grant receipts................................................................................................($7,385)

Total..........................................................................................................................$18,636


Quality Management Plan

The Santee Goat Farm is a mid-size meat-goat farm situated in the southern portion of

Berkeley County in West Virginia. Due to the current condition of the standing barn, a more

stable structure to accommodate the livestock is necessary. There is a stringent requirement for

the overall protection of the animals from the elements, as well as provide a safe and secure

holding area for animals requiring quarantine. The base level requirements for the project

include the pouring of a concrete pad, followed with the construction of a prefabricated metal

barn. The full scope of the project detailed in Scope Management Plan and outlined in the

Project Charter.

Inputs

Scope Baseline

Within the confines of the Santee property, Team 1 will oversee the grading of land

followed by the pouring of a sufficient concrete pad that will serve as the base for the installed

metal barn. The Project Team is also responsible for contracting all materials and labors for the

barn build, as well as ensuring timely permits. In addition to the horizontal and vertical

construction, the Project Team is responsible for communicating the processes with the United

States Department of Agriculture (USDA) to ensure all components of the code meet the

necessary requirements as set forth in Appendix A. Additional information provided in the

preceding sections of this project management plan. See WBS.

Requirements Documentation

The Project Team will ensure the owners of Santee Goat Farm are satisfied with the

processes used and the final deliverables are in accordance with prescribed documentation as set


forth in Appendix A. Additionally, the Project Team will meet the following objectives to

ensure quality is achieved:

1) Horizontal and vertical construction meets ANSI and regulatory code specifications

2) Vertical construction is in accordance to plan and on time

3) Utilities (water & electric) meet ANSI and regulatory code specifications

4) USDA regulations adhered to

Stakeholder Register

Information in this section based on the Stakeholder Management Plan in the Project

Management Plan. The various stakeholders participating in the Santee Goat Barn project are

required to meet stringent quality standards as outlined in this section of the document.

The following listing includes the internal organizational parties and the specific role in

the achievement of quality as outlined in the document:

Project managers.

The Project Managers are responsible for the overall project and will serve as final

decision authority on any quality issues arising unable to be mitigated by the Quality Assurance

Manager. Final determination will be made by concurrence of at least 2 project managers.

Additionally, the Project Managers will utilize the Communications Plan and the Stakeholder

listing to ensure all issues and concerns are communicated to the stakeholders. The Project

Managers are Dennis Woolwine, Janette Schuler and Travis Massey.

Quality assurance manager (QAM).

The QAM is responsible for the overall quality management process. Due to the limited

size of this project, the QAM is a split responsibility with all on-board Project Managers. The


QAMs will utilize the risk register and work to mitigate any threats and exploit any opportunities

which may impact quality management. Additionally, should any issues arise negatively

impacting quality, the QAMs will utilize the process improvement plan.

Construction quality manager (CQM).

The CQM is responsible for overseeing all quality components of the construction

process. The CQM will utilize outside entity liaisons to ensure the utmost integrity to the overall

construction quality of the barn build.

Health & safety manager (HSM).

The HSM is responsible for the overall quality concerning the health and safety to the

entire project team (internal and external employees), the Santee property and the livestock on

site. Additionally, the HSM is also responsible for ensuring quality standards are met as outlined

by OSHA 10.

Design quality manager.

The Design Quality Manager will oversee quality related to the entire design process.

Senior technical consultant.

Due to the nature of the work incorporating the USDA as a primary stakeholder, a

member of the local USDA field office will provide technical advice concerning the overall

quality of the barn build.


Outside organizations/ subcontractors.

The various outside entities are not exempt from adhering to their own company quality

standards. Though quality is of utmost importance to the overall success of this project, the

standards herein may not be to the highest level of the contracted agencies. This document

serves as a minimum standard to which quality is measured, and serves as a bridge for the project

quality managers to oversee and implement the appropriate levels of quality management.

Tools & Techniques-Process Improvement Plan

The Quality Management Plan Working Group (QMPWG), designed to establish a

round-table for analyzing current quality standards and quality management practices. The

working group will meet bi-weekly until construction begins, then move to weekly until the final

delivery of the goat barn to Ms. Santee. During the QMPWG meetings, members will review all

current documentation for the project to ensure processes are being completed and met in

accordance with the prescribed quality standards. The QMPWG will implement requirements to

utilize any of the following quality tools:

Cause-and-effect diagrams

Flowcharts

Check sheets

Pareto diagrams

Histograms

Control charts

Scatter diagrams

The QMPWG consider other projects of the same nature, as well as input from technical

experts to benchmark current quality standards during the project. Suggested members to the


QMPWG include the project manager(s), project sponsor, selected team members (as needed),

select stakeholders (as required), anyone with impacted/immediate responsibility and any others

as needed.

Standards for quality during the planning phase of the Project Barn Build will include

meeting the necessary needs of the customer. Additionally, input from the USDA is required as

directed by the customer to ensure continued privileges and tax advantages.

Perform Quality AssuranceHorizontal construction.

Grading

Land graded in accordance with ANSI, local, county, state, federal requirements

Concrete

Concrete pad thickness as prescribed by USDA, prefabricated barn contractors, ANSI,

local, county, state, federal requirements

Concrete set time as directed by concrete company

Weather conditions must be acceptable as coordinated with concrete company

Vertical Construction.

Barn Construction

Meet customer and USDA ANSI, local, county, state, federal requirements outlined in


Internal Additions

Must meet customer, USDA ANSI, local, county, state, federal requirements

Water


Must meet ANSI, local, county, state, federal requirements

Electric

Must meet ANSI, local, county, state, federal requirements

Quality Audits

Routine inspection of the project areas will occur daily. Full-scale noncompliance issues

outlined through quality assurance. Corrective actions are the responsibility of the offending

party. Additional labor costs are subject to approval of the QMPWG.

Outputs-Change Requests

Changes to the overall scope of the project may constitute the need to re-evaluate the

Quality Management Process.

Project Management Plan 27

Human Resource Management Plan

According to the PMI in The PMBOK GUIDE (2013) the purpose of “Plan Human

Resource Management is to identify and document project roles, responsibilities, required skills,

reporting relationships and creating a staffing management plan. The key benefit of this process

is that it establishes project roles and responsibilities, project organization charts and the staffing

management plan including the timetable for staff acquisition and release” (Project Management

Institute, Inc, 2013, p. 258).

Inputs

Activity Resource Requirements

1) Identification of the types and quantities of resources for each activity in a work package:

1. Planning & Design Activity will utilize Dennis Woolwine as project manager for

approximately 40 hours

2. P&D will utilize Travis Massey as Assistant PM for approximately 40 hours to do leg

work in acquiring building permits, procurement receipts, and other leg work

3. P&D will utilize Janette Schuler as Assistant PM for approximately 40 hours as the

liaison to the USDA and to for GPS survey

2) These requirements can be collected from multiple sources to determine the estimated

resources for each work package and each work period:

1. USDA submitted detailed compilation of how long each phase will take plus monetary

estimates and detailed plans. This includes:

i) One day for GPS survey completed between February 15 – May 15


ii) One day for each phase to be completed concurrently with major project phases of

horizontal, vertical and finish build beginning May 1 and ending July 1

iii) See USDA Pay Rates. Approximate payments made on June 1, 15, July 1, July 15

and August 1 with up to 14 days of possible delays not including a government shut-

down

3) Excavating Co. time, money and scope includes:

1. Down payment of $1,000 due March 15

2. Fixed Fee of $2,000 due June 1

3. Expenses of up to $3,000 due by July 31

4. Begin horizontal build between May 1 and May 14 to obtain 1st withdrawal from USDA

by June 1

i) May 1 to June 1: 1-2 people on site

ii) June 1 to July 31: 1 person on site

4) Vertical Co. time, money and scope includes:

1. Down payment of $5,500 due April 15

2. June 1: 2 people on site one day to set anchors in concrete pad before horizontal build

3. June 14: 1 person may be on site for a short period to check on progress during two

weeks cure time for the concrete

4. June 21: 6-12 people on site one week for vertical build

5. June 28: 0-2 people on site up to one week for finish build

6. June 28: 1 person on site for payment of $5,000 due upon completion

7. July 31: 1 person on site for final payment of up to $600.00

5) Plumber and electrician time, money and scope includes:


1. June 1: 2-4 people on site one day to run underground piping, conduit, stub outs and heat

tape in with payment of up to $1,320 due at end of the day

2. June 21: 0-2 people on site for three weeks wait time for horizontal and vertical build for

quick inspection

3. June 28 – 29: 2-4 people on site to install wiring, lights, piping, fixtures, etc… with

payment of up to $1,320 due upon completion

6) Resource calendars

7) Staff Release Plan

8) Procurement Plan

Enterprise environmental factors

1) Duration estimating databases and other reference data

2) Productivity metrics

3) Published commercial information

NRCS web site

4) Location of team members

1. Dennis Woolwine and Travis Massey at PMO

2. Janette Schuler on site

3. USDA in Martinsburg office

Organizational process assets

1) Historical duration information

2) Project calendars

3) Scheduling methodology

4) Lessons learned

http://www.nrcs.usda.gov/wps/portal/nrcs/site/national/home/



Tools & Techniques

Organization charts and position descriptions

Hierarchical-type chart format included in WBS

Networking.

1) Formal and informal interaction with others in an organization, industry or professional

environment: USDA, sub-contractors, neighbors

2) Gauges of success include knowledge improvement in the following areas:

1. Strong competencies

2. Specialized experience

3. External partnership opportunities

3) Networking activities include

1. Proactive correspondence

2. Luncheon meetings

3. Informal conversations

4) Timing

1. Beginning with USDA, sub-contractors and owner

2. During with USDA, sub-contractors, owner and neighbors

3. End with USDA, sub-contractors, owner and neighbors

i) Possible barn party where neighbors are invited


Organizational theory.

Flexible leadership style that adapts to the changes in a team’s maturity level throughout

the project life cycle

Expert judgment.

1) List preliminary requirements for the required skills

2) Assess the roles required for the project based on standardized role descriptions within the

organization

3) Determine the preliminary effort level and number of resources needed to meet project

objectives

4) Determine reporting relationships needed based on the organizational culture

5) Provide guidelines on lead time required for staffing

6) Identify risks associated with staff acquisition, retention and release plans

7) Identify and recommend programs for complying with applicable government and union

contracts

Meetings

To meet consensus on the human resource management plan

Outputs

Human Resource Management Plan

(Project Management Institute, Inc, 2013, pp. 165-169, 258-267)


1) Roles and responsibilities SEE ROLES AND RESPONSIBILITIES (ROLES AND

RESPONSIBILITIES (FIGURE 1: CLICK TO RETURN TO OUTPUTS): CLICK TO RETURN TO

OUTPUTS)

1. Role

2. Authority

3. Responsibility

4. Competency

2) Project organization charts

See WBS with HR Outline spreadsheet

3) Staffing management plan

1. Staff acquisition

i) Subcontractors

2. Resource Calendars

3. Staff release plan

i) See Procurement Plan

ii) See Activity Resource Requirements

1. Training needs

2. Recognition and rewards

3. Compliance

i) USDA, county, state and ANSI codes and guidelines are to be adhered

4. Safety

i) All OSHA 10 safety rules and regulations are to be adhered to

F:\\College courses\\Proj Mngmt\\Project Management Plan\\PMP Team 1\\h. WBS with HR Outline.xlsx


ii) All gates must be secured and checked to prevent livestock from escaping and near-

by unauthorized stakeholders from entering the work site

iii) All visitors are to be denied access or escorted


Staffing Management Plan

Staff acquisition accomplished through the sub-contractors and handled at their

discretion. Resource calendars are flexible but no work on Saturdays per the owner request.

SEE Resource Calendar

March 15 to May 1 is financially significant due to the necessary down payments to sub-

contractors and Team 1. The owner’s initial deposit must be 50% of the projected budget in

order to cover the costs totaling approximately $10,800.00. There is a two-week lag time

between phase completions and USDA payments to the owner and subsequently to Team 1.

Ninety-nine percent of payments will be made by July 1 and all payments and receipts by July

31.


Roles and Responsibilities (Roles and Responsibilities (Roles and Responsibilities (Figure

1: Click to return to outputs): Click to return to outputs): Click to return to outputs)

Phillip Lester, Project Sponsor from PMO is the project champion in-charge of approving

the funding has left the project management team in charge of the job while assisting the PMO in

reviewing other endeavors. He has turned authority over to Mr. Woolwine while investigating

other projects.

Dennis Woolwine, Lead Project Manager, in charge of initial planning & design of the

project planning including Plan Scope and Plan Requirements. This is a time consuming

endeavor due to all the documentation (details in the WBS spreadsheet). Mr. Woolwine is the

ultimate authority of project in case of conflict due to his Master’s in Strategic Learning, Army

experience and PMP Certification.

Janette Schuler, Assistant Project Manager and Project Monitor, is in charge of the Day-

to-day management of the sub-contractor project managing including all aspects of the build

such as; surveying in planning and site prep, implementation of site prep, horizontal, vertical,

and finish build, time management, deliverables management, safety and assisting Travis with

customer turnover upon completion. She is the ultimate authority over Sub-contractors due to

her certifications in WV Transportation Engineering Technician, General Construction &

Business & Law, Structural Steel Erection, VA Plumbing Code, OSHA 10, 1st Aid and CPR.

Combined with her construction production experience, she is the best choice for this position.

Travis Massey, Assistant Project Manager Initial planning & design management of the

project managing all aspects of the build including assisting Dennis in the planning & design

stage in the areas of stakeholder management, project charter, obtaining blue prints, permits and


contacting Miss Utility. Procurement, quality & turnover such as cost allocation, and ensuring

customer satisfaction upon completion. He is the ultimate authority over procurement needs due

to his Masters in Strategic Leadership, Cost, Quality, Procurement, Stakeholder Management

experience.

Santee Farm, project sponsor and owner, will obtain concrete from the Ready mix plant

in Hedgesville at 50% discount. Owner turned authority of Project Barn Build over to USDA and

Team 1 from the PMO.

USDA, project sponsor and government authority, will provide and verify guidelines

with project monitor and subcontractors and has final sign-off. The USDA is the ultimate

authority over grant related specifications and will offer expert recommendations. They will

provide 50% of the funding and final approval1

Graber Post Buildings is the vertical lead sub-contractor over the barn, stalls and walls

with 20 years in the building industry. They have authority over building design and

specifications with approval from USDA and project monitor.

Mauk’s Plumbing has 40 years in the industry and is the finish sub-contractor in charge

of piping, sinks, heat tape and watering tank(s). They have authority over the plumbing and


G & T Electrichas 30 years in the electrical industry and is the finish sub-contractor in

charge of the wiring, switches and lights. They have authority over the electrical design and


Woolum Excavating has 25 years in the heavy equipment and site-prep industry and is

the subcontractor of the site-prep builds including grading, excavating and digging. He has

authority over site prep and specifications with approval from USDA and project monitor.

1 See Appendix A for USDA guidelines and project approval guidelines.


Manor Concrete, with 25 years in the concrete industry, is the horizontal sub-contractor.

They have authority over the horizontal design and specifications with approval from USDA and

project monitor.


Communications Management Plan

Input

The purpose of this document is to develop an appropriate approach and plan for project

communications based on stakeholder information needs, requirements and available

organizational assets. This document will define the communications goals and strategies of

Project Barn Build. The Project Barn Build Communications Management Plan (CMP) spells

out the project’s methods of information collection, covers the timelines and methods of

communication and dissemination of project information. Clear communication paths to all

stakeholders at defined intervals will promote overall success for the project. Concise and

constant communication will mitigate risks and give the project manager, project team and

stakeholders the ability to re-plan as necessary. Communications planning distinguishes the

applicable level of communication for each project stakeholder, how stakeholders are contacted,

the frequency of communication, and what reports will be distributed. Lack of communication

planning could result in missed deliverables, wasted man-hours and possibly project failure.

Project Barn Build communications efforts should strictly adhere to this CMP with a matrix of

specific actions addressing communication needs of each stakeholder group. The intended

audience of the Project Barn Build CMP is the project manager, project team, project sponsor,

stakeholders and the customer.

Communication plans between the project manager, project team, and all stakeholders is

the primary method to promote synergies and cooperation amongst the teams. Project Barn

Build has four primary stakeholder groups and has definitive communications requirements for

each.



Key Stakeholder Groups

1) Internal Stakeholders (See Roles & Responsibilities for details)

1) Phillip Lester

1. PMO sponsor

2) Travis Massey

1. Procurement manager

3) Janette Schuler

1. Project monitor

4) Dennis Woolwine

1. Project manager

2) External Stakeholders

1) Santee Farm

1. Owner will contact concrete plant to obtain ready-mix

2. Owner sponsor

2) Sub-contractors

1. Provide estimates, labor and engineered drawings where applicable

3) USDA

1. Provide specifications, grants, advice and knowledge resources

2. Government sponsor

4) Berkeley County Planning Commission

1. Provide permits and code clarification

5) Neighbors

1. Including community and shared access road


Tools & Techniques

The Communications Action Plan, created and managed by the PMO, designates the

preferred methods of communication for each stakeholder group, designates the frequency of

communication and defines what type of communication the stakeholder groups need to promote

a successful project. The project team and stakeholders work together to develop a “plan” of

communication activities including but not limited to;

1) Methods

2) Timeframe

3) Boundaries

Communication Technology and Methods

Guest Wi-Fi is on site and accessible without password and limits. Speeds are up to 16

GB. Satellite systems do not function well in this area. Electricity is available.

1) Phillip Lester: Daily and weekly email status and reports, weekly face-to-face meeting

1. Call: 304-889-9636.

2. E-mail: [email protected]

2) Travis Massey: Daily and weekly email status and reports, weekly face-to-face meeting

1. Call: 304-125-6399


3) Janette Schuler: Daily and weekly email status and reports, weekly face-to-face meeting






2. Text: 304-283-7046

4) Dennis Woolwine: Daily and weekly email status and reports, weekly face-to-face meeting

1. Call: 304-728-2104,


5) Santee Farm:


2. Text or call: 240-569-8899

6) Sub-contractors: Call

1. Graber (919-896-3320) Daily phone status reports and weekly

2. Mauk’s (304-159-6933) Daily phone status reports and weekly

3. G&T Electric (304-789-4100) Daily phone status reports and weekly

4. Woolum Excavating (301-259-9633) Daily phone status reports and weekly

5. Manor Concrete (304-724-8956) Daily phone status reports and weekly

7) USDA: Daily or weekly e-mail status reports and phone when inspections are needed

1. Call: 202-231-8963


8) Berkeley County Planning Commission: Call at each phase beginning and closure




1. Call: 555-555-1212

9) Neighbors: Hang notifications on community bulletin board

Information Management Systems

The type of reporting and briefings are dependent upon stakeholder groups. The

communications will consist of face-to-face meetings; formal email reports, text and phone

briefings. Site visits will also serve as a communication method for visual status of the project

and inspections by both Berkeley County and the USDA. The project team will hold a weekly

face-to-face internal meeting to discuss progress on key deliverables.

Project Meetings

Meeting Description

Purpose

Frequency Owner Internal/

External

Comments/

Participants

Status

Meetings

Communication of

progress and key

deliverables

Weekly Dennis

Woolwine

Internal Project team

meetings

Status

Meetings

Communication of

progress and key

deliverables

Weekly Travis

Massey

External Customer liaison,

meetings with the

customer

Status

Meetings

Communication of

progress and key

deliverables

Weekly Janette

Schuler

External Subcontractor

meetings

Project Reporting


Report

Name

Description

Purpose


External

Comments/

Distribution

List

Daily

briefing

Communication of

project progress and

deliverable status

Daily Dennis

Woolwine

Internal Executive

summary of

progress to date for

internal team

project team

Daily

briefing for

customer

Communication of


deliverable status

Daily Travis

Massey

External Executive

summary of

progress to date for

customer

Daily

briefing for

contractors

Communication of


deliverable status

Daily Janette

Schuler

External Touch point call

for subcontractors


Other Communications Methods

Outputs from Meetings (p.307-308)

1) Work performance information

2) Change requests

1. New or revised estimates, schedule dates, resource requirements and risk analysis

2. Adjustments to the project management plan and documents

3. Recommendations of corrective actions

4. Recommendations of preventative actions

3) Project management plan updates

4) Project documents updates

1. Forecasts

2. Work performance reports

3. Issue log

5) Organizational process assets updates

Method Description

Purpose


External

Comments/

Distribution

List

Site visits Face-to-face with

subcontractors at each

stage of construction

As needed but at

least weekly

Janette

Schuler

External Also coordinates

site visits for

USDA and local

inspections


Risk Management Plan

A risk is an uncertainty that can have a positive or negative effect on meeting a project’s

objectives. A risk management plan (RMP) is a component of the project, program or portfolio

management plan that describes how risk management activities will be structured and

performed. This RMP defines how pre-identified risks and unknown risks are identified,

analyzed and managed. This plan outlines how risk management activities are enacted,

documented and monitored throughout the project. The RMP is created and managed by the

project manager and is monitored, assessed, and updated (if required) throughout the project

lifecycle. The intended audience of the RMP is the project team, project sponsor and

stakeholders.

Inputs-Identify risks

All management plans, baselines, activity estimates, stakeholder register, project and

procurement documents, enterprise environmental factors and organizational process assets were

utilized in the Identify Risk Management Plan. The project manager, project team, stakeholders,

and customers and will work in conjunction with one another to identify risks and determine

their probability of occurrence. The project management plan, the WBS, cost structure,

boundaries and timelines and environmental factors will be considered.

Tools & Techniques

The project manager, project team and stakeholders (internal and external) will ensure

that risks are actively identified, analyzed and managed throughout the project lifecycle. Risks

will be identified before the project begins and to minimize their impact as well as during the

project. The risk manager for this project is the project manager. The impact and probability of

the identified risks will be assessed from both a qualitative and quantitative approach.


Qualitative Risk Analysis

The project manager and the project team using the following method will assess the

probability and impact for each identified risk:

Probability.

High – Risk probability greater than 75%

Medium – Risk probability between 25% and 75%

Low – Risk probability below 25%

Impact.

High – Risk that could greatly impact cost, schedule or outcomes

Medium – Risk that could slightly impact cost, schedule or outcomes

Low – Risk that has little to no impact on cost, schedule or outcomes

Risks that fall within the red or yellow zones will have additional attention to mitigate or

contingency plan for if the risk arises.

Prob

abili

ty

H

M

L

L M H

Impact


Quantitative Risk Analysis.

Once risks are prioritized through qualitative risk analysis process and their effect on

project activities will be estimated, each risk will be assigned a ranking based on the qualitative

analysis. The Quantitative risk ranking is shown in the risk register.

Risk Response Planning.

The project manager will assign any risk in the red or yellow category to a project team

member to ensure that the risk does not manifest and will react accordingly if the risk does

materialize. For each major risk, one of the following approaches will be selected to address it:

1) Avoid – eliminate the risk potential

2) Mitigate – Identify ways to reduce the risk or cope with the risk if it occurs

3) Accept – Do nothing, accept as is

4) Transfer – Transfer the risk to another party (insurance, hire contractors, etc.)

The project team will pre-identify the approach to mitigate any risk that is scored as medium

or high. This may include interviewing, expert analysis, re-working the schedule, hiring

additional contractors, etc.

Control risks.

The project manager will maintain a risk log covering the daily and weekly project team

meetings.

Risk Monitoring, controlling and reporting.

Project risk levels will be tracked, monitored, re-assessed and reported throughout the life

of the project. Any changes to the project will also require a risk analysis to be performed to


ensure the change is not a risk to the overall project. Any changes or additional and their

respective risk analysis will be reported in the weekly meetings for both internal and external

stakeholders.

Output-Risk Register

A risk register are the results of the risk analysis and risk response planning documented.

The project manager will create, update and share the risk register with the internal project team

during daily and weekly meetings.

Identified risks

Risk Risk Probability Risk Response Impact

Not funding

the project

Low Accept Potential loss of livestock, feed and

medicine is a real risk

Funding

sources

Medium Mitigate If structure is not completed in

accordance to USDA guidelines, the

phases will not be approved and

payments will not be made. Any

monies already paid will have to be

re-paid with a 20% penalty

Contractors Medium Mitigate If they are not insured and bonded,

unpaid workers could place a lien

against the structure, the owner could

be liable for unforeseen damages and

injuries, they could be scam artists

and leave town with the money

Weather Low Accept Plan accordingly based on forecasted

weather that could delay construction

because wet ground will crack and or

“pop-out” concrete when it freezes


Risk Risk Probability Risk Response Impact

Theft of

Material

Medium Mitigate Forgetting to secure the construction

site by closing gates correctly may

result in theft of materials, damage by

dogs, wildlife and livestock thus

delaying construction and increasing

costs

Managing

current

livestock

Low Mitigate Potential delays derived from existing

goat herd escaping confinement and

butting contractors, being run over by

equipment, eating blue prints,

stepping in wet concrete

Boundaries Low Avoid Need to stay 50’ away from property

line

Site

preparation

Low Accept Compaction rate required before

concrete can be poured


Procurement Management Plan

This document will outline the procurement management approach for the Project Barn

Build. It will include a listing of the various contracts to be utilized, as well as outline the

constraints being faced in the procurement process. This document will also define the goods

and services necessary to achieve the objective and identify the parties providing said goods and

services. Within this procurement plan, there will be a clear delineation of the decision making

process outlining the criteria being used to select suppliers and award subsequent contracts.

Because of the nature of the procurement process, a clear picture of the required documentation

will be outlined. This procurement plan will also touch on various risks associated with the

procurement process and incorporate risk management processes as previously outlined in the

Risk Management Plan. Finally, this procurement plan will include a section on supplier

performance measurement. To standardize terms and definitions, the procurement management

plan will include verbiage common to the PMBOK Guide as related to procurement (Project

Management Institute, 2013, pp. 355-388).

Input-Procurement Documents

The Project Barn build will utilize two primary forms of contracts to conduct

procurement processes. Successful procurement is accomplished through the binding obligation

between a buyer and seller to provide the agreed upon goods and/or services. The two general

contracts utilized in this process are the fixed price and cost-reimbursable contracts.

Fixed Price Contract


The Project Barn Build will utilize fixed price contracts for the procurement of goods.

As the project is primarily contingent on general supplies, the procurement of such goods will

utilize a firm fixed price (FFP) contract.

Cost-Reimbursable Contract

In addition to the procurement of general goods, the Project Barn Build will incorporate

the use of contractors to accomplish the construction and completion of the various phases as

laid out in the Work Breakdown Structure (WBS). Because of the variables associated with an

outdoor project, the project team realizes the variable costs afforded to the

construction/contractor teams. As such, this procurement plan includes the usage of the cost-

reimbursable contract.

Tools & Techniques

Meetings discussed in Communications Management Plan.

Source Selection Criteria

Concrete Delivery

The Project Barn Build requires the pouring of a concrete pad to fulfill the project needs.

Within the constraints of promises set forth by the Santee Farm, concrete is able to be procured

at a 50% discount rate should ample time be allocated to Ms. Santee and the concrete company.

Before concrete can be poured and effectively framed at the site, grading and ground prep must

be completed. Within the nature of the promise, timing for concrete delivery shall be no later

than 3 days prior to required delivery. Upon discussion with Ms. Santee and her contact at the

cement plant, the delivery of concrete is afforded a +1 day window upon the conclusion of


inclement weather for delivery of concrete. The costs associated with the delivery and pouring

of concrete are accounted for in the overall budget but paid for by Ms. Santee personally.


Independent Estimates

Vertical Construction

The Project Barn Build team will utilize a professional prefabrication building company.

The company requires three weeks’ notice to commence delivery.

Following prescribed costs based on provided bids, Team 1 foresees no additional costs.

Sink.............................................................................................................................200.00

Pipe and fittings..........................................................................................................200.00

To be provided by plumbing company.

Manual Labor

Construction of the Barn will commence on 2 June 2015. Using a time-phased

construction process developed by the lead general contractor, various sub-contractors will be

coming on and off site at pre-determined FFP and CPFF contractual rates, with all construction

and inspections completed by July 31, 2015 (August 30 at the latest). Some construction cannot

occur during inclement weather; therefore, sub-contractors will not necessarily be on-site. See

Activity Resource Management Plan for further details.

The lead contractor, Graber Post Buildings, signed a FFP. Additional work will need to

be authorized by the necessary authority based on the needed labor at a pre-determined hourly

rate of $55.00. With the potential for inclement weather and the inability to complete necessary

components, labor rates will not be afforded the contracting company on missed workdays and is

at the responsibility of the contractors to compensate their employees.


Responsibilities and Authorities

Title Contract Role Responsibility Limitations Comments

Farm Owner Concrete

Intermediary

Upon notification, will

purchase and order

concrete and schedule

delivery

Four (4) day

advance

notice

Concrete

requires 4-5

days’ notice.

Graber Post

Buildings

External

Contractor

Provides purchased barn

and labor for general

construction

One (1)

month notice

Barn is

prefabricated

component

style

Mauks

Plumbing

External

Contractor

Installs plumbing

G&T Electric External

Contractor

Runs electric

Woolum

Excavating

External

Contractor

Provides equipment and

laborer for site-prep

Manor

Concrete

External

Contractor

Provides necessary

concrete, delivery and

pouring

Three (+3)

day notice

Procured

through Ms.

Santee


Outputs-Agreements

Contracts awarded to the suppliers based on the following criteria:

1) Timing

2) Scope

3) Blind bid process

4) Knowledge of the terrain

5) Expertise in their field

6) Recommendation(s)

Procurement risk and reporting formats

The Risk Management Plan discusses the procurement risks in detail.

Work Performance Measurement

Contract fulfillment.

Supplier evaluations based on their ability to meet all outlined requirements in their

specific contract, to include timeliness and on-cost delivery. Contract fulfillments based on the

appropriate quality completion of the promised deliverable. Failure to meet contractual

obligations shall be referred to remedial actions.

Remedial Action(s).

The overall scope of this project sees the usage of various contractual obligators. Due to

the differing scope and promised deliverable, all remedial actions will vary based on the required

action. General assumption will be based on a reduced payment and potential legal action.

Closed procurements.


The project monitor verifying completion and authorizing payment will sign formal

written notice. Procurement files will be updated, seller-provided deliverables formerly accepted

and lessons learned documented.


Stakeholder Management Plan

Who is responsible for managing stakeholders?

1) Dennis Woolwine, Project Manager and Team Leader

2) Janette Schuler, Assistant Project Manager and Project monitor

3) Travis Massey, Assistant Project Manager and lead procurement officer

Who can approve changes to the stakeholder management plan?

1) Team 1 may add stakeholders as they become evident and Travis may delete stakeholders

after all contractual and procurement obligations are closed

Identify Stakeholders

“The process of identifying the people, groups or organizations that could impact or be

impacted by a decision, activity or outcome of the project; and analyzing and documenting

relevant information regarding their interests, involvement, interdependencies, influence and

potential impact on project success” (Project Management Institute, Inc, 2013, p. 391).

Inputs

Project charter

1) Phillip Lester, Project Sponsor

2) Dennis Woolwine, Project Manager

3) Janette Schuler, Project Monitor

4) Travis Massey, Assistant Project

Manager and Procurement Officer

5) Bill Murray, USDA Liaison

6) Mauks Plumbing

7) G&T Electric

8) Woolum Excavating

9) Manor Ready-mix Concrete

10) Ms. Santee


Procurement documents

1) Federal bank

2) United Bank

3) Contractors’ bank(s)

Enterprise environmental factors


2) USDA, Bill Murray

3) Neighbors that share an access road

Organizational Process Assets

1) USDA guidelines

Risks

Risk Consequence

Not funding the project Potential loss of livestock, feed, and medicine is a real risk.

Funding sources If structure is not completed in accordance to USDA guidelines, the

phases will not be approved and payments will not be made. Any

monies already paid will have to be re-paid with a 20% penalty.

Contractors If they are not insured and bonded, unpaid workers could place a lien

against the structure, the owner could be liable for unforeseen

damages and injuries, they could be scam artists and leave town with

the money.

Weather Plan accordingly based on forecasted rains that could delay

construction because wet ground will crack and or “pop-out” concrete


when it freezes.

Theft of Materiel Forgetting to secure the construction site by closing gates correctly

may result in theft of materials, damage by dogs, wildlife and

livestock thus delaying construction and increasing costs.

Managing current livestock Potential delays derived from existing goat herd escaping

confinement and butting contractors, being run over by equipment,

eating blue prints, stepping in wet concrete.

Boundaries Need to stay 50’ away from property line.

Tools & Techniques

Cited from (Project Management Institute, Inc, 2013, pp. 395-396) Stakeholder analysis:

“Identification of the interests, expectations and influence of the stakeholders and relates them to

the purpose of the project. This will also help to identify stakeholder relationships that can be

leveraged to build partnerships to enhance the project’s chance of success, along with

stakeholder relationships that need to be influenced differently at different stages of the project

or phase.

1) Identify all stakeholders and relevant information.2

2) Analyze potential impact or support each could generate and classify them in order to define

an approach strategy with prioritization

3) Assess how key stakeholders are likely to respond in various situations, in order to plan how

to influence them to enhance their support and mitigate negative impacts

Expert Judgment

1) USDA

2 See Stakeholder Register


2) Better Business Bureau

3) References

Meetings

See Communications Management Plan

Outputs

Stakeholders register (Rita Mulcahy, 2009, p. 352)Stakeholder Register.docx

Plan stakeholder management

“The process of developing appropriate management strategies to effectively engage

stakeholders throughout the project life cycle, based on the analysis of their needs, interests and

potential impact on project success” (Project Management Institute, Inc, 2013, p. 391).


Inputs

Project management plan.

Stakeholder register.

Enterprise environmental factors.

1) Organizational culture: Respect authority, adherence to USDA regulations, hard workers,

farm work environment, motivated by a successful project completion

2) Geographic distribution: Dispersed, therefore phone, text and e-mail communication is

preferred. Proper planning is a must to ensure all material is on site when building begins in

order to prevent time consuming trips to Lowe’s

3) Government & industry standards: USDA and Berkeley County regulatory agencies have

certain ANSI specifications that must be adhered too during the building process

4) Infrastructure: Poor and steep the last ¼ mile, but with a comfortable 10’ wide drive and

ample clearance at the end for comfortable turning radius and a material lay down yard

5) Existing human resources: Expert skilled tradesmen plus USDA and county regulatory

agents, knowledgeable of the area, quick to give helpful advice and Team 1 is a competent

unit encompassing a wide variety of skills

6) Marketplace conditions: Low interest rates and a strong bull market in commodity process

have given the local residence comfortable monetary reserves

7) Risk tolerances: Low to moderate risk, everything is done by the book and in accordance to

specs

8) Political climate of the region encourages growth and expansion of all types of industry in

their designated areas with tax incentives and grants


9) Organization’s established communications channels: Phone, text, E-mail and WebEx

10) Commercial databases: USDA, NRCS, Berkeley County

Organizational Process Assets.

1) Corporate knowledge base: Lessons learned databases and historical information from the

USDA and Berkeley County Commission are vast and document similar projects extensively,

including pending grants and projects, which are accessible

2) Processes and procedures: USDA has given easy to follow guidelines that assist in accurately

achieving project objectives.

Tools & Techniques

Expert judgment.

1) USDA

2) Better Business Bureau


4) Team 1

5) Sub-contractors

Meetings.

1) Pre-bid meeting with USDA

2) Pre-construction meeting with sub-contractor’s, owner, USDA and Team 1

3) Daily Safety or Toolbox meetings

4) Project close/lessons learned meeting between Team 1, USDA, sub-contractor’s, owner;

invite neighbors, maybe have a little barn party


Analytical techniques.

1) Unaware: Some neighbors

2) Resistant: Some neighbors from the city who may not like goats

3) Neutral: Neighbors, banks

4) Supportive: Neighbors, sub-contractors, Team 1, USDA, Berkeley County Planning

commission

5) Leading: USDA, Team 1, Graber Post Buildings

Outputs

Stakeholder management plan.

1) Desired and current engagement levels of key stakeholders

2) Scope and impact of change to stakeholders

3) Identified interrelationships and potential overlap between stakeholders

4) Stakeholder communication requirements for the current project phase

5) Information to be distributed to stakeholders, including language, format, content and level

of detail

6) Reason for the distribution of that information and the expected impact to stakeholder

engagement

7) Time frame and frequency for the distribution of required information to stakeholders

8) Method for updating and refining the stakeholder management plan as the project progresses

and develops


This is a positive climate for this project. If the sub-contractors behave respectfully and

do not forget to lock the gates, this could go very well with the neighbors and encourage them to

do similar projects (hopefully on a grander scale). Stakeholder management should be as

informal as possible in order to create a friendly atmosphere. All change orders will be issued

within a few hours of approval both verbally and in writing. Approvals and denials of project

phases will be issued verbally upon inspection and in writing within 24 hours. All USDA, ANSI

and Berkeley County guidelines should be adhered to in order to prevent conflict. We need to

make sure the sub-contractors have open communication in order to facilitate cooperation during

the build. In the event of non-compliance, the project monitor will contact Dennis Woolwine

and Travis Massey immediately. Procurement will find a replacement for the non-compliant

sub-contractor. A sign should be set-up one – two weeks before the project begins in order to

prepare the neighbors for possible congestion and delays. Active stakeholders should arrive on

site after 7:30 AM in order to allow the neighboring community time to leave for work

unobstructed. These same stakeholders should not leave until dinnertime in order to prevent

congestion too.


References

Project Management Institute, Inc. (2013). A guide to the project management body of

knowledge (pmbok guide) 5th Edition. Newton Square: Project Management Institute.

Mulcahy, Rita P. (2009). Rita Mulcahy's PMP exam prep. USA: RMC Publications, Inc.


APPENDIX A

USDA Requirements

Local Payment Rates Per NRCS Guidelines:

5. Select Specific Practice:

Selec

t

Practice Practid Anima

l

Type

Typical

Numbe

r

of Units

Unit

s

Description

516 -

Livestock

Pipeline

WV013

2

None 200 ft 1.25 inch PE from

spring or pond to

trough.

6. Enter the number of units for this contract:

Technical Service Provider Application Costs For 200 (ft):

Activity Per Unit Total

Design $0.7744 $155.00

Installation $0.3537 $71.00

Checkout $0.3891 $78.00

Unit cost per (ft) $1.5172 $304.00



Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description

466 - Land

Smoothing

WV019

1

None 2 ac Smooth turnrows,

fencerows, and dead

furrows to improve

irrigation system

layout.


Technical Service Provider Application Costs For 2 (ac):


Design $212.2323 $425.00


Checkout $47.1627 $95.00

Unit cost per (ac) $306.5577 $615.00


Selec

t


l

Type

Typical

Numbe

r

Unit

s

Description


of Units

380 -

Windbreak/Shelterbelt

Establishment

WV015

8

None 1000 ft Windbreaks

to protect

farmstead

and AFO.




Design $0.1396 $140.00


Checkout $0.1046 $105.00

Unit cost per (ft) $0.3857 $387.00


Selec

t


l

Type

Typical

Numbe

r

of Units

Units Description

558 - Roof

Runoff

Structure

WV018

7

None 2560 sq

ft

Gutter system installed

on barn to remove clean

water from AFO site.


40x 64 barn


Technical Service Provider Application Costs For 1300 (sq ft):


Design $0.1642 $214.00


Checkout $0.0650 $85.00

Unit cost per (sq ft) $0.3467 $452.00


Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description

561 - Heavy

Use Area

Protection

WV014

0

None 0.6 ac Relocated AFO

winter feed pad -

40x100 concrete.


Technical Service Provider Application Costs For .324 (ac):



Design $1,532.3978 $497.00


Checkout $779.1142 $253.00

Unit cost per (ac) $3,121.2405 $1,013.00


Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description

590 - Nutrient

Management

WV019

8

None 100 ac Develop nutrient

management plan as

part of a waste

utilization plan.



23



Design $4.4966 $104.00


Checkout $3.6056 $83.00

Unit cost per (ac) $18.3252 $423.00


Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description

606 -

Subsurface

Drain

WV014

5

None 400 ft Drainage around a

winter feeding area.




Design $1.2824 $513.00



Checkout $2.0889 $836.00

Unit cost per (ft) $4.0787 $1,632.00


Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description

614 - Watering

Facility

WV013

7

None 1 no Concrete precast

trough.


Technical Service Provider Application Costs For 1 (no):


Design $190.2434 $191.00


Checkout $80.1766 $81.00

Unit cost per (no) $341.1641 $343.00



Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description

620 -

Underground

Outlet

WV015

9

None 400 ft Tile outlet from a

diversion ditch to a

stable outlet.




Design $2.3351 $935.00


Checkout $0.8297 $332.00

Unit cost per (ft) $3.9312 $1,574.00


Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description


633 - Waste

Recycling

WV019

9

None 50 ac Develop waste

utilization plan as part

of a waste

management system.




Design $8.0181 $185.00


Checkout $4.6267 $107.00

Unit cost per (ac) $19.6878 $454.00


Selec

t


l

Type

Typical

Numbe

r

of Units

Unit

s

Description

642 -

Water

Well

WV014

9

None 1 no Provide livestock water

where no pond sites or

permanent springs are


present.


Technical Service Provider Application Costs For 1 (no):


Design $290.2714 $291.00


Checkout $141.8311 $142.00

Unit cost per (no) $533.5329 $535.00

Appendix B

Constraints Process Payments for Footage/space Amount

633 - Waste Recycling Project

Management

Project

Management

Team

$107.00

642 - Water Well Running water

into barn

Plumbing and

Equipment

Operator

1 unit $535.00

620 - Underground

Outlet

Grading and

Masonry

Equipment

Operator and

Masonry

200 $1,574.00

466 - Land Smoothing Grading Equipment 2 acre $615.00


Operator

590 - Nutrient

Management

Grading Equipment

Operator

23 acre $423.00

606 - Subsurface

Drain

Grading Equipment

Operator

200 $1,632.00

516 - Livestock

Pipeline

Running water

into barn

Plumber 200 $304.00

561 - Heavy Use Area

Protection

Concrete pad Masonry 36 x 36 $1,013.00

614 - Watering

Facility

Running water

into barn

Plumber and

Masonry

1 precast trough $343.00

558 - Roof Runoff

Structure

Barn Graber Post

Barns

1300 $452.00

380 -

Windbreak/Shelterbel

t Establishment

Barn Graber Post

Barns

1000 $387.00


FOOTNOTE 1

i We may be able to save money in the area of equipment operation through accurate scheduling in order to prevent the operator from having idle time. He is currently scheduled for 50 hours. Some of the I-beams may be included in the price of the barn kit because they would be for the stalls, so this may be another area we can reduce expenses. Finally, we may only need three steel gate partitions, which may reduce the cost further. These things will not be known until the build and should be kept in the budget in the interim.