Team C Week 2 Riordan Go Green Initiati

Topics: Project management, Work breakdown structure, Incandescent light bulb Pages: 20 (5545 words) Published: December 3, 2014


Riordan Manufacturing Go Green Initiative
PM/582
November 10, 2014

TABLE OF CONTENTS

Executive Summary 3
sTRATEGIES FOR iNTREPRETATION OF PROJECT SCOPE 3
relevant research strategies - task justification 7

CONCLUSION 8

APPENDIXES 9

References 20

Executive Summary

Riordan’s project leader for the Going Green Campaign must be creative in developing some strategies to implement this company initiative. Each team member assigned to carry out this initiative has very different perspectives that will provide a challenge for the project leader. The Going Green Campaign solidifies accountability and sustainability within the Riordan Manufacturing organization. Goals and Objectives

The project leader must first read and understand the details described in the scope statement. The deliverables identified in the scope statement are identified below: Reduce solid office waste by volume by 50%

Lower energy consumption by 10%
Increase carpooling to over 50% of the staff
Reduce disposable break room projects by 75% quest $2 million for company forward movement
Use search-engine optimization to receive responses through the internet

Ensure visibility on social media sights such as LinkedIn and Facebook

Strategies for Interpretation of Project Scope
Understanding the limitations of the scope will help with building work packages and scope control. Scope control is important, according to Richard Perrin, who states “Changes to scope cost time and money and therefore have to be managed” (Perrin, 2008, p. 61). When vague statements exist in the scope statement clarification should be requested from the appropriate person to provide further detail. The experts in that particular subject matter may be consulted to help clearly identify processes and detailed work packages to help with further clarity. Once the project leader believes there is a clear definition of scope if changes are needed, he should consult with the upper management team for approval to verify project objectives are still being met. With a clear definition of scope the Work Breakdown Structure (WBS) can be developed for each work package required by using the knowledge and input from technical experts on the team. Work Breakdown Structure

After the project leader has a good understanding of the scope statement and research has been completed to support, the goals the WBS can be constructed to provide a detailed plan to achieve the goals. The WBS should contain each detailed work package, the assigned resources required, and the estimated timeline of each task. The WBS should also represent the critical path by linking tasks with a start-to-finish or other logistic restrictions. The project leader should consult with each team member for their expertise, and familiarity with each plant operations to capture realistic advice and proper activity sequencing. Chart 1 shows a brief rendition of the Go Green Initiative WBS.

Chart 1. Work Breakdown Structure
RIORDAN MANUFACTURING GO GREEN INITIATIVE PROJECT
Work Breakdown Structure

 
 
 
 
 
 
ID
ACTIVITY
START
FINISH
DURATION
RESOURCE

 
 
 
 
 
 
RGI.1
Riordan Green Initiative
1/2/2015
5/2/2015
120
 
RGI.1.1
Lower Office Waste
1/2/2015
2/15/2015
44...

References: Perrin, R. (2008). Real-World Project Management. New Jersey: John Wiley & Sons Inc.
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