Project Plan - Oldie's Global Initiative Project

Project Plan 2013
PROJECT TEAM: Decraene, Robert Roman, Hediberto (ED) Sheehan, Courtney Wondimu, Mariamawit
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Oldies Soda Shoppe Global Initiative Project (Brazil)
Project Plan 2013

Table of Contents
Executive Overview ..................................................................................................................................... 4
Project Description .................................................................................................................................................4 Project Objectives...................................................................................................................................................4 Project Milestones ..................................................................................................................................................4 Project Stakeholders ...............................................................................................................................................5 Project Plan Document ...........................................................................................................................................5
Resource Requirements ............................................................................................................................... 6

Core Project Team: .................................................................................................................................................6 Board of Directors ..................................................................................................................................................7 Subject Matter Experts (SME) & Project Personnel ..................................................................................................7
Organizational Breakdown Structure ........................................................................................................... 9

Organizational Breakdown Structure .......................................................................................................................9
Resource Accountability Matrix (RAM/RACI).............................................................................................. 12 Project WBS .............................................................................................................................................. 13 Microsoft-Project Schedule ........................................................................................................................ 21
Six-Month Pro Forma Profit and Loss Statement .................................................................................................... 32
Communication Management Plan ............................................................................................................ 33

Overview .............................................................................................................................................................. 33 Communication Procedures .................................................................................................................................. 33 Verbal Communication Requirements ................................................................................................................... 35 Written Communication Requirements ................................................................................................................. 36
Change Management Plan ......................................................................................................................... 37

Overview .............................................................................................................................................................. 37 Definitions of Change ........................................................................................................................................... 37 Change Control Board ........................................................................................................................................... 37 Roles and Responsibilities ..................................................................................................................................... 38 Change Control Process ........................................................................................................................................ 39
Risk Management Plan .............................................................................................................................. 40

Overview .............................................................................................................................................................. 40 Risk Identification ................................................................................................................................................. 40 Risk Matrix (Negative Risks) .................................................................................................................................. 41 Risk Analysis ......................................................................................................................................................... 42 Risk Response Plan ............................................................................................................................................... 46
Summary & Recommendation ................................................................................................................... 47 Appendix A ................................................................................................................................................ 49

CHANGE REQUEST FORM ...................................................................................................................................... 49 CHANGE REQUEST LOG ......................................................................................................................................... 51
Appendix B ................................................................................................................................................ 53
MONTHLY TEAM FEEDBACK FORM ........................................................................................................................ 53
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Project Plan 2013

MEETING AGENDA OUTLINE ................................................................................................................................. 54 SCHEDULE UPDATES EXAMPLE .............................................................................................................................. 55 EXECUTIVE MEETING AGENDA .............................................................................................................................. 56
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Project Plan 2013

Project Name Project Manager Owner(s) Oldies Strategic Globalization Initiative Robert Decraene, MPM, PMP Hediberto (Ed) Roman, MPM, PMP Courtney Sheehan, MPM, PMP Mariamawit Wondimu, MPM, PMP Project Number Prioritization Start Date Case # 3 High March 18, 2013 January 6, 2014
Scheduled Completion:
Executive Overview
History Owner Fred Zarko started the first Oldies Soda Shoppe in 1910. Ever since then Oldies continues to be a place where people of all ages come to enjoy not only the ice cream, but also the old fashion Americana atmosphere it represents. Recently Oldies executive management has approved a global initiative project with clear goal of adding critical value to the business. The Oldies Strategic Globalization Initiative project will accomplish the proposed expansion of Oldies Soda Shoppe into the international marketplace t o realize growth potential on a global scale. The global expansion plan is designed to support a growth strategy of which implementation of an international pilot location will work to expand Oldies strategic objective of worldwide operational expansion. The project will create new opportunities on a global scale for the Company, thus aligning the strategic goals with the planned portfolio of international market growth. It is the first planned project of its type for Oldies and upon successful completion , will springboard the Company into the international marketplace. The projects objective is to globally expand Oldies soda shoppe by opening a pilot international store in Sao Paulo Brazil. The successful completion of this project will depend mainly on three factors: project completion within a $12 million assigned budget; a grand opening within 8-10 months of project charter approval; and within the quality standards set by Oldies. The Project scope includes planning, implementation, and opening of an international pilot location in Sao Paulo Brazil. The project does not include purchasing a pilot store location and the team will not alter designs set by Oldies. The high-level Project Milestones include: Project Milestones 1. International City Analysis 2. Pilot store location selection 3. Site Renovation 4. Employee staffing and Training 5. Inventory Acquisition 6. Approval and Grand Opening
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Project Description
Project Objectives
Project Scope
Project Plan 2013

Project Stakeholders Robert Decraene: Project Manager, Scheduler, & Coordinator Hediberto (Ed) Roman: Director of Project Controls Courtney Sheehan: Director of Resource Management Mariamawit Wondimu: Director of Risk & IT Management Subject Matter Experts (SMEs): Stephanie Zarko: Director of Marketing, Oldies Soda Shoppe, Inc. James Rockwell: Director of Operations, Oldies Soda Shoppe, Inc. Robert Davy: Director of Supply & Vendor Management, Oldies Soda Shoppe, Inc. Jose Marquez: International Relations Attorney, International Law Services Eduardo Gonzalez: CEO & Contractor, Contratante Servicos de Gonzalez Nancy Salvador: Portuguese Translator This Project Plan document serves as a map for the entire project and is to be used throughout the project to help facilitate project control and execution. And throughout the life of the project; the project plan will be kept up to date with the necessary changes. The plan includes resource requirements, the Organizational Breakdown Structure (OBS), Resource Accountability Matrix (RAM/RACI), Project Schedule (WBS), Project Budget, Communication Plan, Change Management Plan, Risk Management Plan and summary and recommendations.
Project Plan Document
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Project Plan 2013
Resource Requirements
The following resources are vital to the success and completion of Oldies global initiative project. Each resource has specific requirements and duties that are expected in order to be successful in this International expansion project: Amount Core Project Team: (* = Member) Description Each team member works in a project management role using a diverse set of expertise and skills Each is responsible for a supporting role to the Project Manager leading specific deliverables of the project Manage international expansion project Project Management Professional Certified (PMP) Primary contact for all project events Complete responsibility for project delivery and high-level authority over control of various resources as needed in order to complete the project in accordance with our customers strategic goals Able to maintain deliverables within budget, schedule, and scope Implement planning/scheduling systems and risk tools systems throughout each new project Plan, monitor, evaluate, and appropriate project budget/funding Plan and implement Change Management contingencies Responsible for resource acquisition and management, monitoring resource pool, and allocation of resources as required for an efficient coverage of project activities & events Experienced with internal scheduling functions and management consulting operations Proven effective recruitment strategies Develops & manages risk-management & loss-prevention plans Initiates policies to comply w/ safety legislation & industry practices Develops & manages cost effective plans to reduce asset liability Liaison to attorneys, insurance companies and individuals, pertaining to any occurrence that may result in asset loss Requires a bachelor's degree in a related area and at least 7 years of experience in the field. Responsible for all IT requirements to include: outsourcing IT resource requirements, managing IT contracts and contractors, and ensuring all IT requirements are fulfilled
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Project Manager: *Robert Decraene 1
Dir. of Project Controls: *Hediberto Roman
Dir. of Resources Management: *Courtney Sheehan
Dir. of Risk & IT Management: *Mariamawit Wondimu
Project Plan 2013

Board of Directors Oldies Soda Shoppe, Inc. (** = Member) Advise, govern, oversee policy and direction, and assist with the leadership and general promotion of Oldies Soda Shop, Inc. so as to support the organizations mission and strategic goals Our customer and Liaison between the Project Manager and Oldies Soda Shoppe, Inc. Executives Provides a marketing team to handle all marketing aspects of this global initiative Ensures all business policies are followed and accomplished in accordance with Oldies strategic goals Coordinates with Project Manager to ensure all goals are met Educated and experienced in supply chain management, logistics, and/or business Certified by the Association of Operations Management Responsible for all vendor acquisition and management
Client & Director of Marketing: **Stephanie Zarko
Director of Operations: **James Rockwell Director of Supply & Vendor Management: **Robert Davy Subject Matter Experts (SME) & Project Personnel Translator: Nancy Salvador Legal: Jose Marquez, International Law Services
Must be fluent in Portuguese Responsible for translation between Project team and local (Brazil) Nationals who are stakeholders in this particular project International relations attorney responsible for handling any law related issues and requirements Provides legal advice and representation in all legalities pertaining to this particular business expansion Responsible for all renovation requirements from start to end including, but not limited to estimates, schedules, materials, and purchase orders Supervises the installation of equipment and components in assigned field Requires technical knowledge to assist installing contractors and all technical sub-contracting necessary to accomplish the site renovation Requires a bachelor's degree and 6-8 years of experience in the field or in a related area Licensed & Insured Willing to accept a Fixed-Price Contract agreement
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Renovation Contractor Lead: Eduardo Gonzalez, Contrante Servicos de Gonzalez
1 As Needed
Project Plan 2013

IT Specialist: 1 As Needed Works alongside the team of IT professionals Is expected to help coordinate and setup the new store locations hardware and software Responsible for identifying, researching, and resolving technical issues Responds to telephone calls, email and personnel requests for technical support Responsible for documenting, tracking, and following up on IT issues in a timely manner Provides administrative support services for the pilot store Performs clerical and administrative support tasks Assist in the day-to-day operations of the store Help implement strategies to improve customer service, increase sales, and increase profitability Responsible for exceeding customer satisfaction and making sure customers are attended to in a quick and efficient manner Responsible for making sure store appearance and product presentation is in accordance with company guidelines Develops internal goals and strategies to increase customer satisfaction and revenue which will positively impact profitability Responsible for overseeing & providing guidance w/ inv. control, merchandising, safety, asset protection, & expense control Assist in the day-to-day operations of the store Help implement strategies to improve customer service, increase sales, and increase profitability Monitors and manages various in-store metrics provided by the corporate office Develops internal goals and strategies to increase customer satisfaction and revenue which will positively impact profitability Acting on-site Human Resources Manager Responsible for overseeing & providing guidance w/ inv. control, merchandising, safety, asset protection, & expense control Responsible for recruiting, staffing, and scheduling Requires a bachelor's degree or its equivalent at least 5 years of experience in the field or in a related area.
IT Support Specialist:
2 Full Time
Administrative Support:
1 Full Time
Sales Associates:
6 Full Time
Assistant Manager:
2 Full Time
Store Manager:
1 Full Time
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Project Plan 2013
Organizational Breakdown Structure

The project environment of which production is to take place for this initiative is a balanced matrix. This means that the project manager facilitates the project overall, but the functional groups report to their functional leads: Organizational Breakdown Structure
Function
Senior Management (BOD) Project Manager
Role
Project sponsor; is consulted in high-level planning and signs off final approvals for budget, schedule, and scope. Responsible for team charter, project charter, project plan. Accountable for location identification/acquisition, completion of Marketing strategy and implementation, and overall completion on time and within budget of project. Oversees all planning, executing, installation and testing of hardware/software/POS networking systems. Oversees market analysis/strategy/implementation.
Reports to
Project Owners Senior Management/ BOD
Director of IT Management Director of Marketing Director of Operations
Accountable for contractor identification/acquisition, store/materials/furniture, consulted throughout renovation and employee training and a part of the approving party for site evaluation/testing. Director of Project Consulted throughout planning, execution, and Controls & Budget monitoring and controlling phases on all aspects of the project pertaining to budgetary concerns. Director of Responsible for identifying stakeholders and Resource Mgt. employee acquisition and training.
Senior Management/ BOD Senior Management/ BOD Senior Management/ BOD
Senior Management/ BOD Senior Management/ BOD Senior Management/ BOD Senior Management/ BOD
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Director of Risk
Responsible for risk analysis, mitigation and contingency strategies, risk monitoring, and risk management plans. Responsible for contractor/inventory analysis and acquisition.
Director of Supply & Vendor Mgt.
Project Plan 2013

Equipment/Furnit ure Vendor Responsible for site renovation, equipment installation and testing. Director of Supply & Vendor Mgt. Director of IT Mgt.
IT Specialist
Team leader for all planning, executing, installation and testing of hardware/software/POS networking systems. Responsible for installation and testing of hardware/software/POS networking systems. Responsible for procurement contracts and fulfillment of vendor invoices.
IT Support
IT Specialist
Legal and License Mgr.
Director of Project Controls & Budget Director of Marketing
Operations Marketing Associates Senior Management (BOD) Project Manager
Responsible for market analysis/strategy/implementation, and store opening promotional activities. Responsible for work site acquisition, facilities tours, lease agreement. Consulted throughout planning, execution, and monitoring and controlling phases on all aspects of the project.
Director of Operations Senior Management/ BOD /Project Team Director of Resource Mgt.
Director of IT Mgt. Oversees store associates and ensures operations in-store run smoothly. Responsible for organizing grand opening/celebration activities. Director of Marketing Responsible for site demolition, renovation, build out.
Director of Supply & Vendor Mgt. Project Team Leads
Director of Operations
Provides administrative support in the form of documentation and research.
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Project Plan 2013

Organizational Breakdown Structure Diagram
Senior Management/BOD 1.1.1, 1.2.1, 1.2.2, 1.4.6
Administrative Support 1.3.2, 1.4.1, 1.4.4, 1.4.5, 1.5.3
SME 1.1.3, 1.1.4, 1.2.1, 1.2.3, 1.4.4
Director of Supply & Vendor Management 1.3.2, 1.4.5
Director of Operations 1.2.3, 1.3.2, 1.4.1, 1.4.4, 1.4.6, 1.5.2
Director of Marketing 1.2.2, 1.4.4, 1.5.1
Project Manager 1.1.2, 1.1.3, 1.1.4, 1.2.1, 1.5.4
Director of Project Controls & Budget 1.1.2, 1.4.5
Director of Resource Management 1.1.1, 1.2.1, 1.4.4
Director of IT Management 1.2.3, 1.4.6
Director of Risk 1.1.3, 1.1.4 1.2.1, 1.4.6,
Contractor Lead 1.4.1, 1.4.2
Real Estate Specialist 1.2.3
Operations Marketing Associates 1.2.2, 1.3.1, 1.4.4, 1.5.1
PMO Support Staff 1.1.3, 1.1.4
Legal and License Manager 1.2.1, 1.3.2, 1.4.4, 1.5.4
Store Manager 1.5.2
IT Specialist 1.2.3, 1.4.3, 1.4.6
Equipment/Fur niture Vendor 1.4.2, 1.4.3, 1.4.6
Store Associates 1.5.2
IT Support 1.2.3, 1.4.3, 1.4.6
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Project Plan 2013
Resource Accountability Matrix (RAM/RACI)

Director of Project C & B Administrative Support Director of S. & V. Mgt. Legal and License Mgr. Director of Operations Equip. & Furn. Vendor Oper. Marketing. Ass. Director of Marketing Real Estate Specialist Director of Res. Mgt. Director of Risk Mgt. RACI/RAM: Oldie's Global Initiative Senior Mgmt./BOD SME Store Mgr. C C I I I C C C C C C C I I I R R I
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Director of IT Mgt.
Project Manager A R R R A
Contractor Lead
Task Name Identify Stakeholders Team Charter Project Charter Develop Proj. Plan Market Analysis Location Identification & Acquisition Marketing Strategy & Implementation Contractor Identification & Acquisition Order Store Equip., Materials, & Furniture Site Renovation Equipment Install Employee Acquis. & Training Purchase & Obtain Inventory Site Eval. & Testing Celebration Grand Opening Contract/Project Close-Out & Approval
I C A R
R A A
I A A
R A R
R R
Project Team A C A I I
IT Specialist
IT Support
R R A
A C C C
C I I C C C R R I R R
A A
I A A I A A C C
A A R A A A A
A R A A C
C R I
Project Plan 2013
Project WBS
WBS Task Name Duration Start Finish Predecessors
1 1.1 1.1.1 1.1.1.1 1.1.1.2 1.1.2 1.1.2.1 1.1.2.2 1.1.2.3 1.1.2.4 1.1.2.5 1.1.3 1.1.3.1 1.1.3.2 1.1.3.3 1.1.3.4 1.1.3.5 1.1.3.6 1.1.4 1.1.4.1 1.1.4.1.1 1.1.4.1.2 1.1.4.1.3 1.1.4.1.4 1.1.4.1.5 1.1.4.1.6 1.1.4.1.7 1.1.4.1.8 1.1.4.1.9 1.1.4.2 1.2 1.2.1 1.2.1.1 1.2.1.2 1.2.1.3 1.2.1.3.1
Oldie's Global Initiative Project Initiating Phase Identify Project Stakeholders Core Project Team Define Oldie's Subject Matter Experts (SME) High-level Meetings with Sponsor Introductions Delineate Core Project Roles Requirements and Acceptance Criteria Allocate Budget Identify Schedule Deadlines Compile Team Charter Team Management Plan Task Assignments Communication Plan Team Risks Ciritcal Success Factors Conflict Management Plan Project Charter Compile Project Charter Mission Statement of Work Business Need Assumptions Define SMEs Define Key Milestones Define Budget Baseline Define Major Risks Acceptance Criteria Obtain Sponsor Approval Planning Phase Project Plan Scope Statement Begin Drafting Project Plan Resource Requirements Project Schedule (WBS)
211 days 21 days 2 days 1 day 1 day 5 days 1 day 1 day 1 day 5 days 5 days 9 days 3 days 3 days 4 days 8 days 1 day 3 days 21 days 20 days 1 day 3 days 5 days 2 days 2 days 3 days 1 day 3 days 1 day 1 day 62 days 19 days 5 days 1 day 14 days 10 days
Mon 3/18/13 Mon 1/6/14 Mon 3/18/13 Mon 4/15/13 Mon 3/18/13 Tue 3/19/13 Mon 3/18/13 Mon 3/18/13 Tue 3/19/13 Tue 3/19/13 Mon 3/18/13 Fri 3/22/13 Mon 3/18/13 Mon 3/18/13 Mon 3/18/13 Mon 3/18/13 Mon 3/18/13 Mon 3/18/13 Mon 3/18/13 Fri 3/22/13 Mon 3/18/13 Fri 3/22/13 Mon 3/25/13 Thu 4/4/13 Mon 3/25/13 Wed 3/27/13 Mon 3/25/13 Wed 3/27/13 Thu 3/28/13 Tue 4/2/13 Mon 3/25/13 Wed 4/3/13 Thu 4/4/13 Thu 4/4/13 Mon 3/25/13 Wed 3/27/13 Mon 3/18/13 Mon 4/15/13 Mon 3/18/13 Fri 4/12/13 Fri 4/5/13 Fri 4/5/13 Fri 4/5/13 Tue 4/9/13 Mon 3/18/13 Fri 3/22/13 Tue 3/19/13 Wed 3/20/13 Fri 4/5/13 Mon 4/8/13 Wed 3/20/13 Fri 3/22/13 Mon 3/25/13 Mon 3/25/13 Tue 4/9/13 Thu 4/11/13 Fri 4/12/13 Fri 4/12/13 Mon 4/15/13 Mon 4/15/13 Wed 4/10/13 Thu 7/4/13 Wed 4/10/13 Mon 5/6/13 Wed 4/10/13 Tue 4/16/13 Tue 4/16/13 Tue 4/16/13 Tue 4/16/13 Fri 5/3/13 Tue 4/16/13 Mon 4/29/13 4
7FS-1 day 8FS-1 day 9SS 10SS 6 13SS 14 14SS 16 13SS
12 21SS 6SS 9 12 11SS+2 days 10 25 28 29
22 30 30
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Project Plan 2013

1.2.1.3.2 1.2.1.3.3 1.2.1.4 1.2.1.5 1.2.1.6 1.2.1.6.1 1.2.1.6.2 1.2.1.6.3 1.2.1.7 1.2.1.7.1 1.2.1.7.2 1.2.1.7.3 1.2.1.7.4 1.2.1.8 1.2.2 1.2.2.1 1.2.2.2 1.2.2.3 1.2.2.4 1.2.2.4.1 1.2.2.4.2 1.2.2.4.3 1.2.2.4.4 1.2.2.4.5 1.2.2.4.6 1.2.2.4.7 1.2.2.5 1.2.2.6 1.2.2.7 1.2.3 1.2.3.1 1.2.3.2 1.2.3.3 1.2.3.4 1.2.3.4.1 1.2.3.4.2 1.2.3.4.3 1.2.3.4.4 1.2.3.5 Organizational Structure (OBS) Resource Accountability Matrix (RAM/RACI) Itemized Budget Marketing Plan Communications Management Plan Strategy Documentation Plan Communications Matrix Risk Management Plan Identification Analysis Response Plan Change Management Plan Project Plan Approval Market Analaysis Set Evaluation Criteria Identify Profitable Cities Baseline Performance Requirements Market Feasibilty City Market Analysis Determine Demand Determine Exchange Rate Determine Substantial Income Determine GDP Growth Determine Geography Determine Unemployment Rate Compare Cities Market Feasibility Analysis City Selection Location Identification & Acquisition Contract Portuguese Translator Government Business Laws Report Obtain Real Estate Agent Work Site Acquisition Office Tours Office Evaluation Site Selection Review & Sign Lease Work Site Move-In 4 days 4 days 3 days 5 days 2 days 1 day 1 day 1 day 12 days 3 days 5 days 2 days 2 days 1 day 15 days 1 day 6 days 1 day 1 day 1 day 1 day 1 day 1 day 1 day 1 day 1 day 2 days 3 days 2 days 43 days 1 day 4 days 4 days 7 days 5 days 4 days 1 day 1 day 25 days Tue 4/30/13 Fri 5/3/13 Tue 4/30/13 Fri 5/3/13 Tue 4/16/13 Thu 4/18/13 Tue 4/16/13 Mon 4/22/13 Fri 5/3/13 Mon 5/6/13 Fri 5/3/13 Fri 5/3/13 Fri 5/3/13 Fri 5/3/13 Mon 5/6/13 Mon 5/6/13 Tue 4/16/13 Wed 5/1/13 Tue 4/16/13 Thu 4/18/13 Fri 4/19/13 Thu 4/25/13 Fri 4/26/13 Mon 4/29/13 Tue 4/30/13 Wed 5/1/13 Thu 5/2/13 Thu 5/2/13 Tue 4/16/13 Mon 5/6/13 Tue 4/16/13 Tue 4/16/13 Wed 4/17/13 Wed 4/24/13 Wed 4/24/13 Wed 4/24/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Thu 4/25/13 Fri 4/26/13 Mon 4/29/13 Tue 4/30/13 Thu 5/2/13 Fri 5/3/13 Mon 5/6/13 Tue 5/7/13 Thu 7/4/13 Tue 5/7/13 Tue 5/7/13 Wed 5/8/13 Mon 5/13/13 Tue 5/14/13 Fri 5/17/13 Wed 5/22/13 Thu 5/30/13 Wed 5/22/13 Tue 5/28/13 Thu 5/23/13 Tue 5/28/13 Wed 5/29/13 Wed 5/29/13 Thu 5/30/13 Thu 5/30/13 Fri 5/31/13 Thu 7/4/13 36 37SS 30 30 35FS-1 day 42SS 43 28FS+2 days 46 47 48 49 30 52 53FS-1 day 53 56SS 56SS 56SS 56SS 56SS 56SS 62 63 64 65 67 68 69FS+2 days 71SS+1 day 72 73
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Project Plan 2013

1.2.3.5.1 1.2.3.5.2 1.2.3.5.2.1 1.2.3.5.2.2 1.2.3.5.3 1.2.3.5.4 1.2.3.6 1.2.3.6.1 1.2.3.6.2 1.2.3.6.3 1.2.3.6.4 1.2.3.6.5 1.2.3.6.6 1.3 1.3.1 1.3.1.1 1.3.1.2 1.3.1.3 1.3.1.3.1 1.3.1.3.2 1.3.1.4 1.3.1.4.1 1.3.1.4.2 1.3.1.4.3 1.3.1.4.4 1.3.1.5 1.3.1.5.1 1.3.1.5.2 1.3.1.5.3 1.3.1.5.4 1.3.1.6 1.3.1.6.1 1.3.1.6.2 1.3.2 1.3.2.1 1.3.2.2 1.3.2.3 1.3.2.3.1 1.3.2.3.2 Install Work Stations Install IT Equipment Hardware installation Software installation Setup Network IP Phone Setup Storefront Acquisition Set Evaluation Criteria Identify Potential Locations Storefront Inspections Analysis & Evaluation Storefront Selection Review & Sign Lease Execution Phase Marketing Strategy & Implementation Identify Population Demographics Culture Evaluation & Analysis Identify Target Market Identify market demographics Analyze market & demand Direct Mail Flyer Campaign Design & layout Create direct mail (DM) package Finalize DM & artwork Initiate DM campaign Media Advertising Select media advertising outlets Develop media outline & script Create media ad Secure media time & placement Sign & Billboard Development Design ads Sign & billboard placement Contractor Identification & Acquisition Set Selection Criteria Develop Generic Request for Proposal (RFP) Identification Research Contractors Submit RFps to Potential Contractors 8 days 13 days 8 days 5 days 4 days 2 days 7 days 2 days 3 days 1 day 2 days 1 day 1 day 56 days 22 days 3 days 3 days 10 days 5 days 5 days 10 days 4 days 2 days 3 days 1 day 9 days 2 days 4 days 3 days 3 days 12 days 5 days 7 days 38 days 3 days 5 days Fri 5/31/13 Tue 6/11/13 Wed 6/12/13 Fri 6/28/13 Wed 6/12/13 Fri 6/21/13 Mon 6/24/13 Fri 6/28/13 Mon 7/1/13 Thu 7/4/13 Mon 7/1/13 Tue 7/2/13 Fri 5/31/13 Mon 6/10/13 Fri 5/31/13 Mon 6/3/13 Fri 5/31/13 Tue 6/4/13 Wed 6/5/13 Wed 6/5/13 Thu 6/6/13 Fri 6/7/13 Mon 6/10/13 Mon 6/10/13 Mon 6/10/13 Mon 6/10/13 Tue 5/7/13 Tue 7/23/13 Tue 5/7/13 Wed 6/5/13 Tue 5/7/13 Thu 5/9/13 Fri 5/10/13 Tue 5/14/13 Tue 5/7/13 Mon 5/20/13 Tue 5/7/13 Mon 5/13/13 Tue 5/14/13 Mon 5/20/13 Tue 5/21/13 Mon 6/3/13 Tue 5/21/13 Fri 5/24/13 Mon 5/27/13 Tue 5/28/13 Wed 5/29/13 Fri 5/31/13 Mon 6/3/13 Mon 6/3/13 Tue 5/21/13 Fri 5/31/13 Tue 5/21/13 Wed 5/22/13 Thu 5/23/13 Tue 5/28/13 Wed 5/29/13 Fri 5/31/13 Wed 5/29/13 Fri 5/31/13 Tue 5/21/13 Wed 6/5/13 Tue 5/21/13 Mon 5/27/13 Tue 5/28/13 Wed 6/5/13 Fri 5/31/13 Tue 7/23/13 Fri 5/31/13 Tue 6/4/13 Wed 6/5/13 Tue 6/11/13 74 76 78 77 80SS 70 74 84 85 86 87SS
65 91 65 94 95 97 98 99 93 102 103 104SS 95 107 74 110 111 113

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10 days Wed 6/12/13 Tue 6/25/13 5 days Wed 6/12/13 Tue 6/18/13 5 days Wed 6/19/13 Tue 6/25/13
Project Plan 2013

1.3.2.4 1.3.2.4.1 1.3.2.4.2 1.3.2.4.3 1.3.2.5 1.3.2.5.1 1.3.2.5.2 1.3.2.5.3 1.3.2.5.4 1.3.2.5.5 1.4 1.4.1 1.4.1.1 1.4.1.2 1.4.1.3 1.4.1.3.1 1.4.1.3.2 1.4.1.4 1.4.1.4.1 1.4.1.4.2 1.4.1.4.3 1.4.1.4.4 1.4.2 1.4.2.1 1.4.2.2 1.4.2.3 1.4.2.3.1 1.4.2.3.2 1.4.2.3.3 1.4.3 1.4.3.1 1.4.3.2 1.4.3.3 1.4.3.4 1.4.3.5 Acquisition Evaluate Returned RFPs Interviews (if needed) Source Selection Develop/Conduct Procurement Contracts Include International & Trade Language Licensing Requirements Corporate Requirements Contract Administration Final Contract Acceptance Monitoring & Controlling Phase Order Store Equipment, Materials, & Furniture Determine Equipment, Materials, & Furniture Requirements Develop Import/Export Plan Contact Oldie's Equipment & Furniture Vendor Order Ice Cream Kitchen Equipment Order Store Furniture Local Supplier Materials Bidding Conduct Local Bidding Select Local Vendor Draft Contract Terms Finalize Contract Agreement Terms Site Renovation Obtain Drawings & Renovation Plan Obtain Building Permits & Licenses Build out Demolition Renovation Furniture Installation Equipment Installation Develop Installation Plan Equipment Delivery Install Ice Cream Equipment Install Kitchen Equipment Install IT Equipment 14 days 8 days 5 days 1 day 6 days 1 day 1 day 1 day 3 days 2 days 147 days Wed 6/26/13 Mon 7/15/13 Wed 6/26/13 Fri 7/5/13 Mon 7/8/13 Fri 7/12/13 Mon 7/15/13 Mon 7/15/13 Tue 7/16/13 Tue 7/23/13 Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Tue 7/16/13 Wed 7/17/13 Fri 7/19/13 Mon 7/22/13 Tue 7/23/13 Fri 5/31/13 Mon 12/23/13 118 120SS 120SS 122 123 114 116 117
14 days Wed 7/24/13 Mon 8/12/13 4 days 3 days 1 day 1 day 1 day 10 days 5 days 3 days 1 day 1 day 101 days 4 days 30 days 55 days 12 days 35 days 8 days 76 days 3 days Wed 7/24/13 Mon 7/29/13 Tue 7/30/13 Thu 8/1/13 Tue 7/30/13 Tue 7/30/13 127 127 127 133 134 135 127 74 138 141 142 127 143 146 146 124 127
Tue 7/30/13 Tue 7/30/13 Tue 7/30/13 Tue 7/30/13 Tue 7/30/13 Mon 8/12/13 Tue 7/30/13 Mon 8/5/13 Tue 8/6/13 Thu 8/8/13 Fri 8/9/13 Fri 8/9/13 Mon 8/12/13 Mon 8/12/13 Fri 5/31/13 Fri 10/18/13 Tue 7/30/13 Fri 8/2/13 Fri 5/31/13 Thu 7/11/13 Mon 8/5/13 Fri 10/18/13 Mon 8/5/13 Tue 8/20/13 Wed 8/21/13 Tue 10/8/13 Wed 10/9/13 Fri 10/18/13 Tue 7/30/13 Tue 11/12/13 Tue 7/30/13 Thu 8/1/13 Mon 1 day Mon 10/21/13 10/21/13 2 days Tue 10/22/13 Wed 10/23/13 3 days Tue 10/22/13 Thu 10/24/13 Tue 16 days Tue 11/12/13 10/22/13
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1.4.3.5.1 1.4.3.5.1.1 1.4.3.5.1.2 1.4.3.5.2 1.4.3.5.3 1.4.4 1.4.4.1 1.4.4.1.1 1.4.4.1.2 1.4.4.2 1.4.4.2.1 1.4.4.2.2 1.4.4.2.3 1.4.4.3 1.4.4.4 1.4.4.4.1 POS System Installation Hardware Installation Software Installation Network Installation Phone Installation Employee Acquisition & Training Identify Foreign Employment Considerations Employment Law Identify Staffing Requirements Develop Staffing Advertisements Full Time Staff Shift Managers General Manager Submit Staffing Advertisements Staffing Acquisition Tue Tue 11/5/13 10/22/13 6 days Tue 10/22/13 Tue 10/29/13 Wed 5 days Tue 11/5/13 10/30/13 5 days Wed 11/6/13 Tue 11/12/13 1 day Wed 11/6/13 Wed 11/6/13 19 days Thu 11/7/13 Tue 12/3/13 11 days 9 days 5 days 4 days 1 day 1 day 1 day 1 day 1 day 7 days 7 days 3 days 5 days 1 day 5 days 5 days 2 days 1 day 6 days Thu 11/7/13 Tue 11/19/13 Thu 11/7/13 Wed 11/13/13 Thu 11/14/13 Tue 11/19/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Wed Wed 11/20/13 11/20/13 Thu Fri 11/29/13 11/21/13 Thu Fri 11/29/13 11/21/13 Thu 11/21/13 Mon 11/25/13 Thu 11/21/13 Wed 11/27/13 Fri 11/29/13 Fri 11/29/13 Thu Wed 11/27/13 11/21/13 Thu 11/21/13 Wed 11/27/13 Thu 11/21/13 Fri 11/22/13 Mon Mon 11/25/13 11/25/13 Tue Tue 12/3/13 11/26/13 Mon 12/2/13 Mon 12/2/13 Tue Tue 11/26/13 11/26/13 Tue Tue 11/26/13 11/26/13 154 157
146 151 152 153SS
158 160SS 160SS 160SS
Conduct General & Shift Manager Interviews 1.4.4.4.1.1 Certification Verification 1.4.4.4.1.2 Background Checks 1.4.4.4.1.3 Select Management Team 1.4.4.4.2 1.4.4.4.2.1 1.4.4.4.2.2 1.4.4.4.2.3 1.4.4.5 1.4.4.5.1 1.4.4.5.2 1.4.4.5.2.1 Conduct Staff Interviews Background Verification Employment Verification Select Staff Members Employee Training
163 166SS 167FS+1 day
163 170SS 171
Acquire Training Materials & Uniforms 1 day Management Training Orientation 1 day 1 day
168
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1.4.4.5.2.1. 1 1.4.4.5.2.1. 2 1.4.4.5.3 1.4.4.5.4 1.4.4.6 1.4.4.6.1 1.4.4.6.1.1 1.4.4.6.1.2 1.4.4.6.2 1.4.5 1.4.5.1 1.4.5.1.1 1.4.5.1.2 1.4.5.1.2.1 1.4.5.1.2.2 1.4.5.1.2.3 1.4.5.1.2.4 1.4.5.1.3 1.4.5.1.3.1 1.4.5.1.3.2 1.4.5.1.3.3 1.4.5.1.4 1.4.5.1.4.1 1.4.5.1.4.2 1.4.5.1.4.3 1.4.5.2 1.4.5.3 1.4.6 Employee Information Gathering Review Company Policies Managerial Processes Training Operational Processes Training Staff Training Orientation Employee Information Gathering Review Company Policies Operational Processes Training Purchase And Obtain Raw Materials Inventory Develop Inventory Supplier Plan Determine Supplier Evaluation Criteria Identify Potential Suppliers & Purveyors 1 day 1 day 3 days 3 days 6 days 1 day 1 day 1 day 3 days Tue 11/26/13 Tue 11/26/13 Tue 11/26/13 Tue 11/26/13 Fri 11/29/13 Tue 12/3/13 Fri 11/29/13 Tue 12/3/13 Tue Tue 12/3/13 11/26/13 Tue Tue 11/26/13 11/26/13 Tue 11/26/13 Tue 11/26/13 Tue 11/26/13 Tue 11/26/13 Fri 11/29/13 Tue 12/3/13 172 177SS 178FS+2 days 179SS
172 183SS 184FS+2 days
27 days Fri 10/18/13 Mon 11/25/13 148FS-5 days
16 days Fri 10/18/13 Fri 11/8/13 1 day Fri 10/18/13 Fri 10/18/13 Mon 2 days Tue 10/22/13 10/21/13 Mon Raw Ingredients 2 days Tue 10/22/13 10/21/13 Mon End Products 2 days Tue 10/22/13 10/21/13 Mon Confections 2 days Tue 10/22/13 10/21/13 Mon Disposable Materials 2 days Tue 10/22/13 10/21/13 Wed Develop Request for Suppliers (RFS) 8 days Fri 11/1/13 10/23/13 Wed Submit RFS To Potential Firms 2 days Thu 10/24/13 10/23/13 Obtain & Evaluate Returned Proposals 4 days Fri 10/25/13 Wed 10/30/13 Interview Acceptional Purveyors 2 days Thu 10/31/13 Fri 11/1/13 Supplier Selection 5 days Mon 11/4/13 Fri 11/8/13 Draft Contract Terms 2 days Mon 11/4/13 Tue 11/5/13 Finalize Contract Agreement Terms 1 day Wed 11/6/13 Wed 11/6/13 Obtain Contract Approval 2 days Thu 11/7/13 Fri 11/8/13 Mon Order Inventory 1 day Mon 11/11/13 11/11/13 Receive & Stock Inventory 10 days Tue 11/12/13 Mon 11/25/13 Mon Site Evaluation & Testing 26 days Mon 12/23/13 11/18/13
188 190SS 190SS 190SS
193 195 196 197 199 200 201 202
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1.4.6.1 1.4.6.2 1.4.6.2.1 1.4.6.2.2 1.4.6.3 1.4.6.3.1 1.4.6.3.2 1.4.6.3.3 1.4.6.4 1.4.6.4.1 1.4.6.4.2 1.4.6.4.3 1.4.6.4.4 1.4.6.4.5 1.4.6.4.6 1.4.6.4.7 1.4.6.5 1.4.6.6 1.4.6.7 1.4.6.8 1.4.6.8.1 1.4.6.8.2 1.4.6.8.3 1.5 1.5.1 1.5.1.1 1.5.1.1.1 1.5.1.1.2 1.5.1.2 1.5.1.2.1 1.5.1.2.2 1.5.1.3 1.5.1.4 Develop Testing Plan Kitchen Equipment Inspect Kitchen Equipment Test Kitchen Equipment IT Equipment Inspect Network Equipment Test Network Equipment Test POS System Inspect Furniture & Interior Booth Inspection Wall Inspection Chair Inspection Countertop Inspection Bathroom Inspection Exterior Inspection Utilities Inspection Make Needed Adjustments Obtain Sponsor Approval City & Government Inspections Obtain Final Approval Sponsor Visit Store Inspection & Walk-through Operations & Training Demonstration Closing Phase Celebration Distribute RSVP Requirements Stakeholders Friends Send Celebration Invitations Business Owners Government Employees Confirm Attendees Procure Decorations 3 days 2 days 1 day 1 day Wed 12/4/13 Fri 12/6/13 155 205 207
Mon 12/9/13 Tue 12/10/13 Mon 12/9/13 Mon 12/9/13 Tue 12/10/13 Tue 12/10/13 Mon 19 days Thu 12/12/13 11/18/13 2 days Mon 12/9/13 Tue 12/10/13 Wed 2 days Thu 12/12/13 12/11/13 Mon 2 days Tue 11/19/13 11/18/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 3 days Tue 12/10/13 Thu 12/12/13 4 days Fri 12/13/13 Wed 12/18/13 2 days Thu 12/19/13 Fri 12/20/13 Mon 1 day Mon 12/23/13 12/23/13 Mon 1 day Mon 12/23/13 12/23/13 Mon 1 day Mon 12/23/13 12/23/13 Mon 1 day Mon 12/23/13 12/23/13 21 days Mon 12/9/13 Mon 1/6/14 15 days Mon 12/9/13 Fri 12/27/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 1 day Mon 12/9/13 Mon 12/9/13 7 days Tue 12/10/13 Wed 12/18/13 1 day Thu 12/19/13 Thu 12/19/13
205 210
205 205 205 205 205 205 205 220 221 222
223 225SS 225SS
205 231SS 205 205 235 236

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1.5.1.5 1.5.2 1.5.2.1 1.5.2.1.1 1.5.2.1.2 1.5.2.2 1.5.2.2.1 1.5.2.2.2 1.5.2.2.3 1.5.2.3 1.5.2.3.1 1.5.2.3.2 1.5.2.3.3 1.5.3 1.5.3.1 1.5.3.2 1.5.3.3 1.5.4 1.5.4.1 1.5.4.2 Set-up Decorations Grand Opening Soft & Grand Opening Announcement Distribute Flyers Secure Media Coverage Soft Opening Design Soft Opening Menu Set Up Sampling Station Dry-run of Limited Menu Grand Opening Setup Decorations Ribbon Cutting Ceremony Open Store Close Procurements Verify Compliance Finalize Procurement Invoices Close Contracts Close Project Document Lessons Learned Archival of Project Assets 1 day 21 days 2 days 1 day 2 days 16 days 1 day 1 day 1 day 5 days 1 day 1 day 1 day 5 days 1 day 3 days 1 day 1 day 1 day 1 day Fri 12/27/13 Fri 12/27/13 Mon 12/9/13 Mon 1/6/14 Mon 12/9/13 Tue 12/10/13 Mon 12/9/13 Mon 12/9/13 Mon 12/9/13 Tue 12/10/13 Mon 12/9/13 Mon 12/30/13 Mon 12/9/13 Mon 12/9/13 Tue 12/10/13 Tue 12/10/13 Mon Mon 12/30/13 12/30/13 Tue Mon 1/6/14 12/31/13 Tue 12/31/13 Tue 12/31/13 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon Fri 1/3/14 12/30/13 Mon Mon 12/30/13 12/30/13 Tue 12/31/13 Thu 1/2/14 Fri 1/3/14 Fri 1/3/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 Mon 1/6/14 237FS+5 days
205 205 205 244 238
246 248FS+3 days 249SS
204FS+4 days 252 253 250SS 256SS
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Microsoft-Project Schedule
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Budget Plan
Oldie's Soda Shoppe, Inc. Global Initiative Revised Budget as of: 7 April 2013
Resource, Work Task, &/or Objective Cost per Unit $35.00 $30.00 $0.00 $0.00 $30.00 $30.00 $30.00 $22.00 Unit Type hours hours hours hours hours hours hours hours # Units 40 40 40 40 40 40 40 40 Original Budget $1,400.00 $1,200.00 $0.00 $0.00 $1,200.00 $1,200.00 $1,200.00 $880.00 $0.00 $7,080.00 $1,400.00 $0.00 $0.00 $2,000.00 $0.00 $0.00 $0.00 $3,400.00 $1,400.00 $0.00 Project Expenditures Project Balance
Team Charter
Project Manager Director of Resource Management Senior Management (Oldie's Management Team) BOD (Oldie's Management Team) Director of IT Management Director of Project Controls & Budget Director of Risk Management Project Team Total Task 1 $1,400.00 $1,200.00 $0.00 $0.00 $1,200.00 $1,200.00 $1,200.00 $880.00 $0.00 $7,080.00 $1,400.00 $0.00 $0.00 $2,000.00 $0.00 $0.00 $0.00 $3,400.00 $1,400.00 $0.00
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$0.00
Market Analysis
Project Manager Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) SME Senior Management (Oldie's Management Team) BOD (Oldie's Management Team) Total Task 2 $35.00 $0.00 $0.00 $50.00 $0.00 $0.00 hours hours hours hours hours hours 40 40 40 40 40 40
$0.00
Project Charter
Project Manager Senior Management $35.00 $0.00 hours hours 40 40
Project Plan 2013

(Oldie's Management Team) BOD (Oldie's Management Team) Project Team SME Director of Project Controls & Budget Director of Risk Management Total Task 3
$0.00 $22.00 $50.00 $30.00 $30.00
hours hours hours hours hours
40 40 40 40 40
$0.00 $880.00 $2,000.00 $1,200.00 $1,200.00 $0.00 $6,680.00 $1,400.00 $1,200.00
$0.00 $880.00 $2,000.00 $1,200.00 $1,200.00 $0.00 $6,680.00 $1,400.00 $1,200.00
$0.00
Location Identification & Acquisition

Project Manager Legal and License Manager Real Estate Specialist - (Paid by owner of leased property) Director of Operations (Oldie's Management Team) Director of Project Controls & Budget Director of IT Management IT Specialist IT Support SME Airline Tickets 2 Rental Cars Total Task 4 $35.00 $30.00 hours hours 40 40
$0.00 $0.00 $30.00 $30.00 $25.00 $20.00 $50.00 $2,300.00 $150.00
hours hours hours hours hours hours hours item days
40 40 40 40 40 40 40 4 180
$0.00 $0.00 $1,200.00 $1,200.00 $1,000.00 $800.00 $2,000.00 $9,200.00 $27,000.00 $0.00 $45,000.00 $1,400.00 $880.00 $1,200.00 $1,200.00 $0.00 $2,000.00 $1,200.00
$0.00 $0.00 $1,200.00 $1,200.00 $1,000.00 $800.00 $2,000.00 $9,200.00 $27,000.00 $0.00 $45,000.00 $1,400.00 $880.00 $1,200.00 $1,200.00 $0.00 $2,000.00 $1,200.00
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$0.00
Develop Project Plan

Project Manager Project Team Director of Resource Management Director of Project Controls & Budget Director of Marketing (Oldie's Management Team) SME Director of Risk $35.00 $22.00 $30.00 $30.00 $0.00 $50.00 $30.00 hours hours hours hours hours hours hours 40 40 40 40 40 40 40
Project Plan 2013

Management Senior Management (Oldie's Management Team) BOD (Oldie's Management Team) Total Task 5
$0.00 $0.00
hours hours
40 40
$0.00 $0.00 $0.00 $7,880.00
$0.00 $0.00 $0.00 $7,880.00
$0.00
Marketing Strategy & Implementation

Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Direct Mail Flyers Media Ads Billboard $0.00 hours 40 40 10 100 6 $0.00 $0.00 $3,000.00 $12,500.00 $4,500.00 $0.00 $0.00 $20,000.00 $1,400.00 $0.00 $0.00 $0.00 $3,000.00 $12,500.00 $4,500.00 $0.00 $0.00 $20,000.00 $1,400.00 $0.00
$0.00 hours $300.00 box 100 $125.00 30 sec $750.00 monthly
Total Task 6
$0.00
Contractor Identification & Acquisition

Project Manager Director of Operations (Oldie's Management Team) Director of Supply & Vendor Management (Oldie's Management Team) Admin Support Legal & License Manager Total Task 7 $35.00 $0.00 hours hours 40 40
$0.00 $10.00 $30.00
hours hours hours
40 40 40
$0.00 $400.00 $1,200.00 $0.00 $3,000.00 $0.00 $0.00 $400.00 $1,200.00
$0.00
$0.00 $400.00 $1,200.00 $0.00 $3,000.00 $0.00 $0.00 $400.00 $1,200.00
Order Store Equipment, Materials, & Furniture

Contractor Lead Director of Operations (Oldie's Management Team) Admin Support Legal & License Manager Director of Supply & Vendor Management (Oldie's Management Team) Total Task 8 $0.00 $0.00 $10.00 $30.00 hours hours hours hours 40 40 40 40
$0.00
hours
40
$0.00 $1,600.00
$0.00
$0.00 $1,600.00
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Site Renovation
Contractor Lead Legal & License Manager Equipment/Furniture Vendor Renovation Contract Total Task 9 $0.00 $30.00 hours hours 40 40 40 1 $0.00 $1,200.00 $0.00 $40,000.00 $41,200.00 $0.00 $1,200.00 $0.00 $40,000.00 $41,200.00
$0.00 hours $40,000.0 0 Contract
$0.00
Equipment Installation
Equipment/Furniture Vendor Contractor Lead IT Specialist IT Support Total Task 10 Legal & License Manager SME Director of Operations (Oldie's Management Team) Director of Resource Management Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Admin Support Total Task 11 Director of Supply & Vendor Management (Oldie's Management Team) Admin Support Legal & License Manager Director of Operations (Oldie's Management Team) Director of Project Controls & Budget Total Task 12 $0.00 $0.00 $25.00 $20.00 hours hours hours hours 9 40 30 30 $0.00 $0.00 $750.00 $600.00 $1,350.00 $1,200.00 $2,000.00 $0.00 $1,200.00 $0.00 $0.00 $400.00 $4,800.00 $0.00 $0.00 $750.00 $600.00 $1,350.00 $1,200.00 $2,000.00 $0.00 $1,200.00 $0.00 $0.00 $400.00 $4,800.00
$0.00
Employee Acquisition & Training

$30.00 $50.00 $0.00 $30.00 $0.00 $0.00 $10.00 hours hours hours hours hours hours hours 40 40 40 40 40 40 40
$0.00
Purchase and Obtain Inventory

$0.00 $10.00 $30.00 $0.00 $30.00 hours hours hours hours hours 40 40 40 40 40 $0.00 $400.00 $1,200.00 $0.00 $1,200.00 $2,800.00 $0.00 $400.00 $1,200.00 $0.00 $1,200.00 $2,800.00
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$0.00
Project Plan 2013

Site Evaluation & Testing
Project Manager Director of IT Management Director of Operations (Oldie's Management Team) Director of Risk Management Director of Supply & Vendor Management (Oldie's Management Team) Equipment/Furniture Vendor IT Specialist IT Support Total Task 13 $35.00 $30.00 $0.00 $30.00 hours hours hours hours 40 40 40 40 $1,400.00 $1,200.00 $0.00 $1,200.00 $1,400.00 $1,200.00 $0.00 $1,200.00
$0.00 $0.00 $25.00 $20.00
hours hours hours hours
40 40 40 40
$0.00 $0.00 $1,000.00 $800.00 $0.00 $5,600.00 $1,400.00 $1,200.00 $400.00 $0.00 $0.00 $0.00 $0.00 $3,000.00 $1,400.00 $600.00 $0.00 $0.00 $400.00 $0.00 $0.00 $0.00 $2,400.00
$0.00 $0.00 $1,000.00 $800.00 $0.00 $5,600.00 $1,400.00 $1,200.00 $400.00 $0.00 $0.00 $0.00 $0.00 $3,000.00 $1,400.00 $600.00 $0.00 $0.00 $400.00 $0.00 $0.00 $0.00 $2,400.00
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$0.00
Contract Close-Out & Approval

Project Manager Legal & License Manager Admin Support Senior Management (Oldie's Management Team) BOD (Oldie's Management Team) Director of Operations (Oldie's Management Team) Total Task 14 $35.00 $30.00 $10.00 $0.00 $0.00 $0.00 hours hours hours hours hours hours 40 40 40 40 40 40
$0.00
Celebration
Project Manager Store Manager Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Admin Support $35.00 $15.00 $0.00 $0.00 $10.00 hours hours hours hours hours 40 40 40 40 40
Total Task 15 Oldies Soda Shoppe Global Initiative Project (Brazil)
$0.00
Project Plan 2013

Grand Opening
Director of Marketing (Oldie's Management Team) Operations Marketing Staff (Oldie's Marketing Team) Store Manager Director of Operations (Oldie's Management Team) $0.00 $0.00 $15.00 $0.00 hours hours hours hours 40 40 40 40 $0.00 $0.00 $600.00 $0.00 $0.00 $0.00 $600.00 $0.00
Total Task 16 ITEMIZED PROGRAM TASK BUDGET Total Task 1 Total Task 2 Total Task 3 Total Task 4 Total Task 5 Total Task 6 Total Task 7 Total Task 8 Total Task 9 Total Task 10 Total Task 11 Total Task 12 Total Task 13 Total Task 14 Total Task 15 Total Task 16 Overall Project Totals
$600.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
$600.00 $7,080.00 $3,400.00 $6,680.00 $45,000.00 $7,880.00 $20,000.00 $3,000.00 $1,600.00 $41,200.00 $1,350.00 $4,800.00 $2,800.00 $5,600.00 $3,000.00 $2,400.00 $600.00 $156,390.00
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Six-Month Pro Forma Profit and Loss Statement Oldie's Soda Shoppe, Inc. - Sao Paulo, Brazil
Fiscal Year Begins Jan 6, 2014 Approximately $6 per customer expected Revenue Total Revenue (Sales) COGS Total Cost of Sales Gross Profit Expenses Salary expenses Supplies (Oper.) Repairs & Maint. Advertising Rent Telephone Utilities Insurance Total Expenses Net Profit % Jan-14 B/A 16,000 100.0 16,000 100.0 2,400 2,400 13,600 15.0 15.0 85.0 6Month Jun-14 % Total % 72,000 100.0 242,000 100.0 72,000 100.0 242,000 100.0 10,800 10,800 61,200 15.0 15.0 36,300 36,300 15.0 15.0 85.0
Feb-14 % 26,000 100.0 26,000 100.0 3,900 3,900 22,100 15.0 15.0 85.0
Mar-14 % 30,000 100.0 30,000 100.0 4,500 4,500 25,500 15.0 15.0 85.0
Apr-14 % May-14 % 40,000 100.0 58,000 100.0 40,000 100.0 6,000 6,000 34,000 15.0 15.0 85.0 58,000 100.0 8,700 8,700 49,300 15.0 15.0 85.0
85.0 205,700
20,000 125.0 1,600 10.0 400 2.5 2,100 13.1 2,540 15.9 75 0.5 1,000 6.3 4,333 27.1 32,048 200.3 -18,448 115.3
20,000 76.9 2,600 10.0 400 1.5 2,100 8.1 2,540 9.8 75 0.3 1,000 3.8 4,333 16.7 33,048 127.1 -10,948 -42.1
20,000 66.7 3,000 10.0 400 1.3 2,100 7.0 2,540 8.5 75 0.3 1,000 3.3 4,333 14.4 33,448 111.5 -7,948 -26.5
20,000 4,000 400 2,100 2,540 75 1,000 4,333 34,448 -448
50.0 10.0 1.0 5.3 6.4 0.2 2.5 10.8 86.1 -1.1
20,000 5,800 400 2,100 2,540 75 1,000 4,333 36,248 13,052
34.5 10.0 0.7 3.6 4.4 0.1 1.7 7.5 62.5 22.5
20,000 7,000 400 2,100 2,540 75 1,000 4,333 37,448 23,752
27.8 120,000 9.7 24,000 0.6 2,400 2.9 12,600 3.5 15,240 0.1 450 1.4 6,000 6.0 4,333 52.0 185,023 33.0 20,677
49.6 9.9 1.0 5.2 6.3 0.2 2.5 1.8 76.5 8.5
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Project Plan 2013
Communication Management Plan

Overview The following communication plan will ensure that the project team provides accurate, pertinent, and comprehensible information to all appropriate audiences throughout the project life of Oldies Globalization Initiative. The team is responsible for commun icating with one another in a concise, efficient, and suitable manner, so as to achieve deliverables while obtaining the support of key stakeholders. Total transparency will be necessitated between the team to maintain synergy while addressing project concerns and risks, as well as the conceivable resolutions to such. Concerning The communication plan will be inclusive of all stakeholders. It will allocate the requisite levels of involvement and consistency amongst divergent communication channels, describing the process used for communications and how the team will control project communications. Overall, this framework will facilitate the frequency, delivery, recipients, format, and ownership of communications, so stakeholders can be held accountable to one another. The communications plan is completed with a sufficient level of detail for a project of this size. Communication During the implementation of Oldies Global Initiative project (Brazil), the Project Procedures Manager and team will be active and steadfast in seamlessly delivering project information to key stakeholders. This section will acts as a guideline to describe the communicatory requirements, procedures, and formats that each team member will be held accountable for. The specifications of written and verbal communication will be provided in following communications matrices. These will utilize several different mediums for delivery, in which each team member is required to maintain compliance and professionalism. Such mediums will include face-to-face meetings, conference calls, and emails. Less formal means of communications, such as text or instant messaging, may be utilized at the users discretion, however all communication guidelines must be followed when necessitated. Emergencies and Unforeseen Occurrences: In the event of an unforeseen occurrence or catastrophe during the project, the Project Manager is to be notified immediately if they are not already aware of the occurrence. From this point, the Project Manager will schedule an informal meeting to clarify and disseminate the status, additional information, and progress amongst team members, while congregating possible resolutions. The Sponsor is to be included in the meeting along with any key stakeholders deemed necessary for the given scenario. In most cases,
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the Sponsor will schedule and lead a change request meeting as a result, while following necessary protocols within the risk and change management plans. Face to Face Meetings: Face to face meetings will normally be conducted in the main conference room designated near the Brazilian project site, unless an alternative location is disclosed. The agenda will be compiled and distributed through email one day prior to the event, along with a hardcopy agenda that will be dispersed to attendees upon their arrival to the meeting. Unless otherwise disclosed in one of the Communications Matrices, the Project Manager will be responsible for facilitating the meeting and distributing the finalized agenda. Meetings will begin promptly at the designated time, beginning with an introduction and review of the agenda, followed by a status review of any action items assigned from previous meetings. The audience will then address new action items, best practices, and concerns, ending with a consolidation and review of new action items. In some instances, Stephanie Zarco, the Sponsor and Chair of the Change Control Board (CCB), will be in charge of leading meetings as required. The Director of Risk Management will maintain the Recorders role in note taking, time keeping, and compiling meeting minutes. A copy of the meeting minutes will be organized and delivered to the Project Manager for review and acceptance, prior to its distribution amongst the meetings audience. Web and Phone Conferencing: Any stakeholder who is unable to attend a face-to-face meeting, and approved to do so, may access a meeting by conferencing technologies. All meeting processes will remain unchanged other than the distribution of a hard copy agenda. The instructions to access, utilize, and facilitate web and phone conferencing is provided in the Oldies employee commons. Email Communications: The sender of any email communications must ensure that all involved parties are copied to the email, in accordance to the written communication matrix. Official emails should be delivered in a formalized, concise, professional, and direct manner. Any documents that necessitate inclusion should be compiled through an approved medium and attached to the email.
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Records, Attachments, and Documents: The project team will be responsible for keeping records of all communications employed during the projects life, which will be compiled and stored by the Director of Project Controls. Documents will be compiled using approved mediums and stored in the H Drive within the company network. Documents and records may be reviewed and accessed by any approved stakeholder that maintains security access to given documents. All appropriate and formatted meeting documents and report templates that are relevant to the project can be viewed in the Appendix section at the conclusion of the project plan. This section outlines the verbal communication plan for Oldies Global Initiative Project: Verbal Communication Requirements VERBAL COMMUNICATION MEDIUM OWNER
Face to face Project Sponsor Project Manager Project Manager TBD
TYPE
Kickoff Meeting Team Meetings Senior Leadership Meeting Technical/ Operations Meetings Monthly Project Status Meetings Individual Performance Meetings Risk Management Meetings Change Approval Meetings Unexpected Events
WHEN
Once on 03/18/13 8am EST Weekly 8am EST Monday Bi-Monthly Friday 10am EST As Needed N/A N/A Monthly Last Friday 11am EST Monthly Last Friday 8am EST Bi-Monthly Wednesday 8am EST Monthly Last Wed. 11am EST As Needed N/A
AUDIENCE
Face to face Conf. call
Face to face Conf. Call Face to face Conf. Call Face to face
Project Sponsor Project Sponsor Risk Manager Client
1. Project Sponsor 2. Core Project Team 3. Director of Operations 1. Core Project Team 2. SME (As requested) 1. Project Manager 2. Project Sponsor (Dir. Marketing) 3. Director of Operations 1. Core Project Team 2. Project Stakeholders 3. SME (As requested) 1. Project Sponsor 2. Core Project Team 3. Stakeholders 1. Project Manager 2. Individual Core Team Member 1. Core Project Team 2. SME (As requested) 1. Change Control Board
Face to face Conf. Call Face to face Conf. Call Face to face Conf. Call
TBD
1. Project Sponsor 2. Core Project Team
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This section outlines the written communication plan for Oldies Global Initiative Project: Written Communication WRITTEN COMMUNICATION Requirements TYPE WHEN DELIVERY SENDER RECEIVER
Progress Report Agenda Outline Meeting Minutes Executive Progress Reports Status Reports Schedule Updates Change Requests Report 9am day before weekly meeting During weekly meetings One day after meetings 5pm Thursday biweekly before senior meeting Weekly by 2pm on Thursday 3pm Wed. or more as needed Two days after a change approval meeting Compiled in Word or Excel and distributed through email. Printed & handed out to everyone before meeting Compiled in word and distributed through email. Compiled in word and distributed in the body of an email and as an attachment. Hard copy compiled in Word or Excel along with an email Update Master Schedule and send notification email to team Compiled by PM with both hard and soft copies issued to project team. Team Members Project Manager Risk Manager Project Manager Team Members Team Members Change Request Board Meeting Attendees Meeting Attendees Meeting Attendees Customers and key stakeholders Project Manager Project Manager Customers and key stakeholders
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Change Management Plan

Overview The Change Management Plan was created for the Oldies Soda Shoppe, Inc. Global Initiative Project in order to set expectations on how the approach to changes will be managed and the overall change management process. All stakeholders will be expected to submit or request changes to the Oldies Soda Shoppe, Inc. Global Initiative Project in accordance with this Change Management Plan and all requests and submissions should follow the process in described in this plan. There is a variable of changes that may necessitate a requisition and consideration during the life of the Project. Upon approval of any proposed change, a modification to project documentation and communication plans will be required. This is to ensure all stakeholders are informed promptly of such changes and those changes are identified accordingly. Changes are defined as: Definitions of Change Schedule Changes: changes that will have a direct impact on the time frame and milestones of the initial project schedule. Any change to the project schedule may require schedule control via schedule compression, crashing, fast tracking, and/or adjustment to the baseline of the schedule. This is dependent upon the level of severity of any changes that take place. Budget Changes: changes that are a result of schedule changes which will impact the initial project budget from adding resources and/or work to the original project plan. Budget changes may require a requisition for supplementary funding or a discharge of funding that is no longer required. Scope Changes: necessary changes which impact the projects scope as a result of unforeseen requirements not initially planned. Scope changes can potentially impact both the budget and schedule of the project and may require a revision to the WBS, project scope statement, and other project documentation.
Change Control Board
The approval authority for all proposed project change requests is the Change Control Board (CCB). The CCB is responsible for reviewing all change requests, determining the additional risk resulting from the changes, identify any impact to the scope, cost, and schedule, and to approve or deny all change requests.
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CCB Constituents Name Stephanie Zarko Robert Decraene James Rockwell Mariamawit Wondimu Jose Martinez Position Project Sponsor Project Manager Director of Operations Director of Risk Management Legal Professional CCB Role CCB Chair Member CCB Co-Chair Member Member
Roles and Responsibilities
Project Sponsor: Approving authority for any budget/funding allocations Approving authority for changes to the schedule's baseline Approving authority for changes to the project scope CCB Chair person
Project Manager: Responsible for receiving and logging change requests from project stakeholders Responsible for each initial change analysis pertaining to risk, cost, schedule, and scope prior to CCB Responsible for clarifying any open issues or concerns by coordinating with the individual(s) requisitioning the change Responsible for revising or editing documentation for any approved changes as needed Approves validates low impact requests CCB participant
Project Team/Stakeholders: Responsible for utilizing standard request forms for any change requests Responsible for providing detailed and accurate information when submitting change request forms Responsible for providing feedback pertaining to any potential impact on proposed changes
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Change Control Process This change management process is the standard which will be used for this project. The Project Manager is ultimately responsible for implementing the following steps upon receipt of every change request. Identify a required change (Stakeholders) A detailed change request form should be submitted to the project manager by the individual(s) who has/have identified a need for change. Requested change should be logged (Project Manager) A log of all submitted requests will be kept by the project manager. Change analysis (Project Manager) A preliminary evaluation of how the change will impact risk, cost, schedule, and scope of the project will be performed by the Project Manager. Submit change request to CCB (Project Manager) Change requests and the accompanying preliminary analysis will be submitted to the CCB by the Project Manager for review. The project manager will submit the change request, as well as the preliminary analysis, to the CCB for review. Approve or disapprove change request (CCB) Each proposed change will be discussed by the CCB which will result in the approval of disapproval by the CCB based on the information provided in the requisition Execute the change (Project Manager) Upon the CCB's approval, all project documentation will be revised in accordance with the approved change(s) by the Project Manager
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Project Plan 2013
Risk Management Plan

Overview The Risk Management Plan is a document that is prepared by the Project Manager to assess positive and negative risks for the project. Our team has used brainstorming and research on similar projects to compile this risk management plan. It includes our risk identification of both positive and negative risks for the project; a thorough risk matrix for the negative risks detailing consequences, impact, probability and responsibility; and a risk analysis documenting measures to prevent and mitigate those risks. Negative Risks for Oldies Global Initiative: 1. Regulatory Risks 2. Currency Risks 3. Social Risks 4. Political Risk 5. Technological Risk 6. Competition 7. Quality Assurance Risks 8. Contractor and supplier Risk 9. Crime 10. Force Majure Positive Risks for Oldies Global Initiative: 1. Engagement and accountability exhibited by the functional leaders from Oldie's Soda Shoppe, Inc. 2. Preparation exhibited from our core project team. 3. Sizable budget allocated to our project budget. 4. The team's ability to work collectively with one another. 5. The operational and functional expertise of Oldie's stakeholder team. 6. Global expansion, if successful, will work to support growth potential from an international marketplace standpoint. 7. Global expansion will allow for strategic alignment of international portfolio growth in other locales worldwide. 8. Knowledge transfer and cultural sensitivity will be a direct result of virtual teaming. 9. Expansion into an up-and-coming economy with positive projected growth potential. 10. Industry growth and existence of competition 11. The American brand that Oldies soda shoppe represents
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Risk Identification
Project Plan 2013

Risk Matrix (Negative Risks) Risk ID Description 001. Regulatory Unfamiliarity Risks with Brazils regulatory laws 002. Currency Fluctuations Risks within the exchange and inflation rate 003. Social Risks Language and cultural barrier Consequences Cause delay in starting the business Project going over budget Impact M Prob. M Responsibility Legal and License Mgr. Director of Project Controls Project Manager
Inability to form the needed partnerships to keep the business going Decreased market share Causes unfavorable working conditions and threatens the existence of the business in Sao Paulo Communication and business operations negatively affected Low quality product
004. Competition 005. Political Risk
Type and size of competition Political Instability in chosen city
H H
H M
Director of Marketing Project Manager
006. Technological The technological Risk progress in chosen city 007. Quality Gap in quality Assurance Risks standards 008. Contractor and Supplier Risk 009. Crime High Dependency on Contractors /suppliers Organized crime prevalent in Brazil Sao Paulo is a coastal city and there is risk of extreme weather conditions
Director of IT Management Project Manager, Store Manager Project Manager Project Manager Project Manager and Director of IT Management
010. Force Majeure
Delay in schedule Project over budget Project quality affected Based on its impact, crime can be devastating to the business Threatens the existence of the business in Sao Paulo
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Risk Analysis 1. Regulatory Risks: Unfamiliarity with the Regulatory Laws of Brazil. Consequences Schedule Budget Quality Measures Develop local partnerships with banks that have the needed knowledge and expertise in Regulatory Laws of Brazil. 2. Type Delay in project Schedule No effect on budget No effect on quality Type Preventative Impact M N/A N/A Effect H
Currency Risk: Fluctuations in exchange and inflation rate Consequences Schedule Budget Quality Measures Put in place a contingency budget Type Delay in Project Schedule Over Budget No effect on quality Type Preventative Impact L H N/A Effect H
3.
Social Risk: language and cultural barrier Consequences Schedule Budget Quality Type May delay schedule No effect on Budget Communication is affected Impact L N/A M
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Measures Hire a translator Hire a local store manager and staff when store opens 4. Type Preventative Preventative Effect H H
Competition: The type and size of direct and indirect competition in Sao Paulo, Brazil Consequences Schedule Budget Quality Type No effect on project schedule Project may be over budget No effect on quality Type Preventative Effect H Impact N/A M N/A
Measures Prepare a thorough Marketing strategy that addresses existing competition in Brazil 5.
Political Risk: Political instability in Brazil Consequences Schedule Budget Quality Measures Assess Brazils political climate during Market Analysis before choosing the country for the Pilot Location Modified Probability Modified Consequence From M to L Brazil is a politically stable country so political instability has a very remote probability of happening and thus has reduced impact on business Type Delay in project schedule No effect on budget No effect on quality Type Preventative Impact H N/A N/A Effect H
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6. Technological Risk: The technological progress in Brazil Consequences Schedule Budget Quality Type Delay in project schedule No effect on budget Project quality negatively affected Type Preventative Impact H N/A M Effect H
Measures Assess Brazils technological progress during Market Analysis before choosing the country for the Pilot Location Modified Probability Modified Consequence 7. From M to L
Brazil is a technologically advanced country thus technology risk has reduced impact on business
Quality Assurance Risks: Gap in quality standards Consequences Schedule Budget Quality Type Delay in schedule Project over Budget Quality of final product affected Impact L M H
Measures Administer quality performance tests before acquisition on all supplier sites to ensure products are per US quality standards Have back up supplier plans in case of quality assurance problems
Type Preventative
Effect H
Mitigation
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8. Contractor and Supplier Risk: High dependency on Contractor Consequences Schedule Budget Quality Type Delay in schedule Project over budget Project products quality affected Impact H H M
Measures Do a thorough research on the contractor/supplier before hiring Have back up contractors/ suppliers
Type Preventative Preventative
Effect H H
9.
Crime: Organized crime prevalent in Brazil Consequences Schedule Budget Quality Measures Choose a pilot store location in safe part of city Install a security system to secure the store Hire a security team to guard the location Type Delay in schedule Project over budget Project products quality affected Type Preventative Preventative Preventative Impact M M M Effect H H H
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10. Force Majeure: Sao Paulo is a coastal city and there is risk of extreme weather Consequences Schedule Budget Quality Measures Have proper insurance coverage Prepare a disaster and recovery plan ID 001 002 003 004 005 006 007 Type Delay in schedule Project over budget Project products quality affected Type Mitigation Preventative Effect H H Responsibility Legal and License Mgr. Dir. Proj. Con. Project Manager Director of Marketing Project Manager Director of IT Management Proj. Manager & Store Mgr. Project Manager Project Manager Proj. Manager & Dir. of IT Management Impact H H H
Risk Response Plan
008 009
010
Measure Develop local partnerships with banks that have the needed knowledge and expertise in Regulatory Laws of Brazil. Put in place a contingency budget Hire a translator Hire a local store manager and staff when store opens Prepare a thorough Marketing strategy that addresses existing competition in Brazil Assess Brazils political climate during Market Analysis before choosing the country for the Pilot Location Assess Brazils technological progress during Market Analysis before choosing the country for the Pilot Location Administer quality performance tests before acquisition on all supplier sites to ensure products are to US quality. Have back up supplier plans in case of qual. ass. problems Do thorough research on contractor/supplier before hiring Have back up contractors/ suppliers Choose a pilot store location in a safe part of the city Install a security system to secure the store Hire a security team to guard the location Have proper insurance coverage Prepare a disaster and recovery plan
The pr intern expan of an i worldw Oldie intern
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Summary & Recommendation

Summary & Counsel The Strategic Globalization Initiative Project seeks to introduce and elevate the Oldies brand across international markets; creating elevated opportunities for the company and its business needs. The resource requirement and resource accountability matrix sections of this project plan contain all of the crucial personnel, hardware, software, and equipment resources that will permit the projects successful delivery. The core teams scheduling (WBS) recommendations are very detailed with multiple levels of milestones and tasks; this also includes specific dates, dependency relationships, durations, and resource assignments. This extensive breakdown of work packages will allow the team to track, gauge, and alter the schedule accordingly when sufficient change approvals are obtained. Furthermore, the associated budget is realistic and maintains reasonable and justifiable costs correlated to the implementation of the project, as well as six months of operational expenses. The project schedule, budget, and risk management plans will not triumph without sound communication and change management plans to simplify and aid collaboration. The team has outlined a communication plan that facilitates the frequency, delivery, format, recipient(s), and ownership of all project communications, so as to hold stakeholders accountable to one another. This includes communication procedures for both written and verbal deliveries, such as email, face to face, and phone/web conferencing mediums. Likewise, the change management plan will ensure that correct procedures and suitable parties are involved while implementing critical alterations to the project plan. The change request board will be piloted by the Stephanie Zarko to safeguard the best interest of the organization above all else. To conclude the plan, we have composed a comprehensive risk management plan that identifies, analyzes, and responds to risk scenarios that are most likely to occur. Everyone on the team is committed to the successful delivery of Oldies Globalization Initiative Project; therefore risks must be frequently analyzed to determine impact or likeliness changes during all project implementation phases. In order to decrease the severity of risk occurrences and catastrophic events, the risk management plan will be built into the project phases and work packages. The establishment of a capable and comprehensive project plan will ensure that our team delivers on quality and success criterion, all whilst exceeding client expectations and performance targets. Achievements of this magnitude will require the support and facility of organizational leaders within company and a well-structured schedule that encompass suitable resource and budget allocations. With this foundational premise in mind, we will recommend a matrix organizational breakdown structure (OBS). This will allow the project to capitalize on both the subject matter expertise of
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Oldies functional staff members and the extensive capabilities of our core project team. The project team will also employ a local Contract Lead, by means of a FirmFixed Price (FFP) contract, whom maintains locality to the store site.
Approvals
Type Name Project Manager Approval: Signature Robert Decraene, MPM, PMP Date 3/17/2013
Customer/Sponsor Approval:
Stephanie Zarko, MBA
3/17/2013
Signed off by: Robert Decraene, MPM, PMP Hediberto Roman, MPM, PMP Courtney Sheehan, MPM, PMP Mariamawit Wondimu, MPM, PMP
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Appendix A
CHANGE REQUEST FORM 1. Identification Project Name: Control No. (from CR Log): Requestor: Date Submitted: Brief Description:
Priority: (check one)
High [ ]
Medium [ ]
Low [ ]
Reason for Change:
Project Impact: (check all that apply)
Scope [ ]
Budget [ ]
Schedule [ ]
Quality [ ]
2. Detailed Impact Analysis Impact on Cost : Impact on Schedule: Impact on Resources: Impact on Quality: Risks involved with change: Risks involved without change: Final Review Results: Review Date: (MM/DD/YYYY) Priority: (check one) 3. Change Approvals
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High [ ]
Medium [ ]
Low [ ]
Project Plan 2013

Decision: (check one) [ ] Approved [ ] Approved w/Conditions [ ] Rejected [ ] More Information Required Date: (MM/DD/YYYY) Conditions: (if applicable) Comments:
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CHANGE REQUEST LOG Project Name: Status* Description: Project Manager: ID
Description of Change
Priority*
Change Owner
Expected Resolution Date
*Status (New, In Review, Work in Progress, Testing, Rejected, Closed) *Priority (Low, Medium, High) Status Description
Description
Received but not approved or assigned
Request is being Reviewed by Change Control Board Change Request approved & assigned, and is being implemented Change Request has been completed and is now being tested
Status
New
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Change Request has been reviewed, but not approved for Implementation Change Request work is complete, has passed all testing and can now be designated as Closed. Testing Rejected Closed Description CR has > 25% impact on Schedule, Cost, Scope or Quality CR has 10% 25% impact on Schedule, Cost, Scope or Quality CR has < 10% impact on Schedule, Cost, Scope or Quality
In Review
Work in Progress
Priority Description
Priority
High
Medium
Low
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Appendix B
MONTHLY TEAM FEEDBACK FORM
Please answer the following questions What are the teams current objectives? How do you feel about the direction of the project? Outstanding Good Adequate Needs improvement What kind of job are we doing as we move toward our project goals? Outstanding Good Adequate Needs improvement How do you rank team participation? Outstanding Good Adequate Needs improvement How is our project processes working? Outstanding Good Adequate Needs improvement How would you rank the decision making process? Outstanding Good Adequate Needs improvement
Poor
N/A
Poor
N/A
Poor
N/A
Poor
N/A
Poor
N/A
How do you rank team member appreciation and respect? Outstanding Good Adequate Needs improvement
Poor
N/A
What kind of job are we doing as it relates to adhering to meeting guidelines? Outstanding Good Adequate Needs Poor improvement What is the best thing about our team? What is the biggest challenge for our team? Additional Feedback Please list any areas in which our team could be improved:
N/A
Personal Information Providing the following information is optional. First Name: Last Name: Address: City: State: ZIP Code: Telephone: Gender: Age: Would you like someone to contact you regarding your responses on this survey? Yes No Thank you for taking the time to fill out our survey. We rely on your feedback to help us improve our services. 53 | P a g e
Project Plan 2013

MEETING AGENDA OUTLINE
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PROJECT STATUS REPORT OUTLINE
SCHEDULE UPDATES EXAMPLE
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EXECUTIVE MEETING AGENDA
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Project Plan - Oldie's Global Initiative Project

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Project Plan 2013

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Resource Requirements ............................................................................................................................... 6

Organizational Breakdown Structure ........................................................................................................... 9

Communication Management Plan ............................................................................................................ 33

Change Management Plan ......................................................................................................................... 37

Risk Management Plan .............................................................................................................................. 40

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Project Plan Document

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Project Manager: *Robert Decraene 1

Dir. of Project Controls: *Hediberto Roman

Dir. of Resources Management: *Courtney Sheehan

Dir. of Risk & IT Management: *Mariamawit Wondimu

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Client & Director of Marketing: **Stephanie Zarko

Renovation Contractor Lead: Eduardo Gonzalez, Contrante Servicos de Gonzalez

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Organizational Breakdown Structure

Director of IT Management Director of Marketing Director of Operations

Senior Management/ BOD Senior Management/ BOD Senior Management/ BOD

Director of Supply & Vendor Mgt.

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Legal and License Mgr.

Director of Project Controls & Budget Director of Marketing

Operations Marketing Associates Senior Management (BOD) Project Manager

Director of Supply & Vendor Mgt. Project Team Leads

Provides administrative support in the form of documentation and research.

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Senior Management/BOD 1.1.1, 1.2.1, 1.2.2, 1.4.6

Administrative Support 1.3.2, 1.4.1, 1.4.4, 1.4.5, 1.5.3

SME 1.1.3, 1.1.4, 1.2.1, 1.2.3, 1.4.4

Director of Supply & Vendor Management 1.3.2, 1.4.5

Director of Operations 1.2.3, 1.3.2, 1.4.1, 1.4.4, 1.4.6, 1.5.2

Director of Marketing 1.2.2, 1.4.4, 1.5.1

Project Manager 1.1.2, 1.1.3, 1.1.4, 1.2.1, 1.5.4

Director of Project Controls & Budget 1.1.2, 1.4.5

Director of Resource Management 1.1.1, 1.2.1, 1.4.4

Director of IT Management 1.2.3, 1.4.6

Director of Risk 1.1.3, 1.1.4 1.2.1, 1.4.6,

Contractor Lead 1.4.1, 1.4.2

Real Estate Specialist 1.2.3

Operations Marketing Associates 1.2.2, 1.3.1, 1.4.4, 1.5.1

PMO Support Staff 1.1.3, 1.1.4

Legal and License Manager 1.2.1, 1.3.2, 1.4.4, 1.5.4

Store Manager 1.5.2

IT Specialist 1.2.3, 1.4.3, 1.4.6

Equipment/Fur niture Vendor 1.4.2, 1.4.3, 1.4.6

Store Associates 1.5.2

IT Support 1.2.3, 1.4.3, 1.4.6

Oldies Soda Shoppe Global Initiative Project (Brazil)

Project Plan 2013

Resource Accountability Matrix (RAM/RACI)