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Acme Home Improvement de Mexico, SA de CV Project Plan

Team Four: Folasade Bamidele Alibaloye John C Caputo Garner Frederick Hixson Hector G Rosado

AMBA 604, Section 9093 Professor Stewart February 6, 2004

Acme Project Plan
Table of Contents Section I. II. III. Executive Summary Introduction Project Organization Organization Chart Project Responsibilities Staffing Plans IV. Management Process Management Objectives Priorities Monitoring/Controlling Mechanisms V. Technical Process Plan Computing System Project Plan Modification Process Computer Usage Policies Construction Guideline Support Project Acceptance Process Lessons Learned Documentation VI. Work Packages, Dependencies, Schedules & Budgets Work Packages Dependencies Project Budget Summary Tasks on the Critical Path Assignment Matrix 3 4 5 5 6 7 10 10 10 10 11 11 12 12 13 13 13 14 14 17 20 23 24 25

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VII. Appendix A Appendix B

Acme Project Plan
I. Executive Summary Acme Home Improvements has determined it essential that expansion into international markets take place immediately. Acme Home Improvements has initiated a joint venture with local partners in Mexico City to form Acme Home Improvements SA de CV. The intent of this partnership is to open Acme's first ‘Do It Yourself’ – (DIY) home improvement store outside of the United States, to meet the competition head on and establish a foothold in international markets. This document spells out our plan for the project's success. The project's sponsor is the Acme CEO, Alex R. Fitzgerald. This project is the first step in his strategic initiative to expand Acme into international markets. Based on assessments, it is critical that Acme SA de CV complete the opening of this store in 12 months or less with a budget of up to $7.5 million. A key risk is Acme's lack of experience in international markets. As a result, we will rely heavily on our partners to help us mitigate 'soft' cultural issues and navigate local nuances of business. Because of the soft issues, remaining on schedule is a key driver of project success. To mitigate risks to the project's critical path, we have built feeding buffers into the schedule, and added a project buffer to the project end. Our plan outlines staff responsibilities and a staffing plan for project execution. This staff has strong support from corporate headquarters, a defined scope, budget, timeline, and

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processes by which to execute the plan. Included in these processes is a structured change control process that ensures changes are relevant, followed through, and controlled. In addition, this document, and the accompanying project plan clearly identify dependencies that can impact project execution. We have separated these dependencies into mandatory, external, and discretionary dependencies (Schwalbe, 2004). Doing this has enabled us to maximize scheduling efficiency. Acme SA de CV has an established technology infrastructure to draw upon. Our plan will leverage this technology through wireless local area networks, corporate servers, and use of project management software. Finally, we will utilize a feedback process to capture lessons learned for our future expansion into international markets.

Acme Project Plan II. Introduction
Acme Home Improvements de Mexico, SA de CV intends to build a 100,000 sq ft retail

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facility in Mexico Distrito Federal (DF). This effort is part of Acme's strategy to expand into the international home improvement markets. Our Mexico City store will be the initial push into Mexico to meet our competitors head-on outside the United States. This project is critical to Acme's long-term strategy to expand beyond the US borders. Headquarters has allocated $7.5 million to complete this task. Strategic alignment with Acme's long-term goals, experience with similar projects, and an assessment of the competition dictates that we complete this project within 12 months. Our project is a joint venture with local interests....
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