Mgmt404 Project Plan

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Fenton
Project Plan
MGMT 404

4/19/2012
Mike

Table of Contents
Scope Statement3
Work Breakdown Structure4
Network Diagram7
Risk Management Plan10
Resource Management Plan
Communication Management Plan6

Scope Statement
Project Name: Century 21 – Fenton Office
Project Manager: Mike Vercauteren

Project Objective:To secure the parameter of the facility with security cameras within four weeks and not to exceed $20,000 for the entire project cost.

Deliverables: 8 - Camera System with a 16 Channel DVR
4,000 feet of Cable to connect for recording

Milestones:Project to begin April 1, 2012
Survey of property to be complete Monday, April 2, 2012
Design of system to be complete Thursday, April 5, 2012
Secure customer down payment; have them sign off on design by Monday, April 9, 2012
Order materials on Tuesday, April 10, 2012
Technicians sent to worksite on Monday, April 16, 2012 to confirm pathways and design Installation to begin Tuesday, April 17, 2012 and be complete Friday, April 20, 2012 Train employees at Century 21 on how to use equipment on Monday, April 23, 2012

Technical Requirements:Low voltage technology does not require any permits, certifications, or licensing to install or for use. We will ensure that there is at least 30 days of footage stored at 12 frames per second.

Customer Review: John and Jane Doe – Owners at Century 21 - Fenton

Work Breakdown Structure

Risk Management Plan
Risk Management Plan

Version 6: 06/28/11 Page 1 of 6

Project Name: | Century 21 – Fenton Office|
Project Description Summary: | This project will set up a security system for the Century 21 office in Fenton, MI. | Project Manager: | Michael Vercauteren |
Date: | April 1, 2012 | Revision Number: | 1 |

a. Risk Identification
I have made a list of all areas that might cause project delays or failure with their respective outcomes (see numerical list below). The five risks I have chosen as key risks are bolded below and appear in the Risk Assessment Table in question “b”

1. Supplier Not Delivering Material – Materials not arriving on time or at all could cause major setbacks for the project. 2. Alteration in the Building – Pathways being blocked off would not allow us to properly install the equipment. 3. Customer Requesting Changes to the Bill of Material – The customer making any changes would require returning materials and ordering new ones, causing higher costs and possibly extending our timeline. 4. Employees Not Able to Work – If any employee involved in the project is unable to work, it could cause setbacks on the timeline. 5. Injury on the Job Site – An injury on the jobsite could require medical pay and/or having to get an additional employee upping costs. 6. Delay in Installation Due to Century 21 Events – Events at the real estate office could hinder the installation and extend our timeline. 7. Equipment Failure after Installation – Failing equipment could cause us to have to reinstall, meaning both more time and money.

b. Risk Assessment The following is an assessment of these risks in terms of the probability of project occurrence and the negative cost impact of project outcomes. Risk analysis attempts to quantify the severity of the impact of an identified risk event, sometimes its probability, and its sensitivity to change.

RISK SCORING MATRIX|
|
Project Objective| Relative or Numerical Scales|
| Very Low - 1| Low - 2| Moderate - 3| High - 4| Very High - 5| Cost| Insignificant Cost Increase| < 5% Cost Increase| 5-10% Cost Increase| 10-20% Cost Increase| > 20% Cost Increase| Time| Insignificant Time Increase| < 5% Time Increase| 5-10% Time Increase| 10-20% Time Increase| > 20% Time Increase| Scope| Insignificant Scope Change| Minor Areas of Scope Affected| Major Areas of Scope Affected| Scope Reduction Unacceptable to Client| Project End Item is...
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