Campsie Glen

Community Garden Project

Project Management Plan

The Legacy Group

P.O. Box 43
4200 Clematis Lane
Campsie Glen, WA 99354
November 24, 2015

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Table of Contents
Introduction/Background............................................................................................ 1
Project Management Approach................................................................................... 1
Project Scope.............................................................................................................. 1
Assumptions and Constraints..................................................................................... 2
Milestone List............................................................................................................. 2
Schedule Baseline and Work Breakdown Structure....................................................3
Change Management................................................................................................. 4
Communications Management...................................................................................5
Stakeholder Management........................................................................................... 6
Cost Management...................................................................................................... 9
Procurement Management......................................................................................... 9
Project Scope Management........................................................................................ 9
Schedule Management............................................................................................. 10
Quality Management................................................................................................ 11
Risk Management..................................................................................................... 12
Risk Register............................................................................................................. 13
Staffing Management............................................................................................... 13
Resource Histogram................................................................................................. 14
Cost Baseline............................................................................................................ 15
Quality Baseline........................................................................................................ 16
Acceptance............................................................................................................... 18

Appendices
Appendix A Site Plan
Appendix B Project Schedule
Appendix C Work Breakdown Structure (WBS)
Appendix D Communications Matrix
Appendix E Project Team Directory
Appendix F Risk Register
Appendix G Resource Histogram

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Introduction/Background
Legacy Group has been approved to develop and build a community garden for the
city of Campsie Glen. The city has requested to have a community garden built on
a donated one (1) acre site centrally located within its city limits. The community
garden will connect people socially within the city and will give life and
beautification to their neighborhoods. The garden will serve as a place where
families can grow herbs, flowers, fresh fruits and vegetables in individual garden
plots and feed their families at a minimal cost. Legacy Group realizes the
importance and benefits of community gardens and will develop a community
garden for the city of Campsie Glen.

Project Management Approach

The Project Manager, James Smith, has the overall authority and responsibility for
managing and executing this project according to this Project Plan. The project
team will consist of personnel from The Legacy Group, and the City Parks &
Recreation Manager. The Project Manager will work with all resources to perform
project planning. The project management plan will be reviewed and approved by
the Campsie Glen City Council (Project Sponsor and/or their appointee). Funding
decisions will be made by (Project Sponsor). Any delegation of approval authority to
the Project Manager should be done in writing and be signed by both the Project
Sponsors appointee and Project Manager.
The project team will be a matrix in that team members from each organization
continue to report to their organizational management throughout the duration of
the project. The Project Manager is responsible for communicating with
organizational managers on the progress and performance of each project resource.

Project Scope
The Legacy Group will build a community garden on the one (1) acre donated site
from the city of Campsie Glen. Appendix A contains a site plan of the garden. The
layout will be aesthetically attractive and complimentary to the surrounding area.
Half of the donated site is designated for the community garden. The garden will
have a six foot standard perimeter fence to control both vandalism and nuisance
wildlife impacts to the garden site. There will be twenty four (24) total garden
boxes of which four (4) will be handicap accessible. A simple irrigation system with
one hose bib for every four plots will be provided. Included in the garden project
are a tool shed, a shared composting area, benches, and a sign with the gardens
name.
Perimeter landscaping of the garden is the responsibility of the city of Campsie
Glen.
Parking accommodations for use of the community garden will be the responsibility
of the city of Campsie Glen.

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Legacy Group is not responsible for providing locking mechanisms and security for
the community garden.

Assumptions and Constraints

ASSUMPTIONS

There will be no adverse weather that will impact the project schedule.
The city will ensure that power is available at the project site prior to project
start and the city is responsible for paying the hookup fees.
The Campsie Glen Irrigation District (CGID) will provide access to the
irrigation system at the project site prior to project start, and CGID is
responsible for all costs associated with bringing irrigation access to the
project site.
The city will ensure environmental impact requirements are met prior to
project start.
All required inspections will be passed.
A drainage field for this property has already been developed and is adequate
for the project.
Team Leads are already knowledgeable with the technology to be used on the
project.
Workers will be paid only for hours worked directly on the project.

CONSTRAINTS

Performance period for the project is March 1, 2016 through April 27, 2016.
Campsie Glen typically experiences adverse weather during this time period
which may require work to be delayed.
Other than concrete workers, only Legacy Group workers will be used.

Milestone List
The chart below lists the major milestones for the Campsie Glen Community Garden
Project. If there are any scheduling delays which may impact a milestone or
delivery date, the Project Manager must be notified immediately so proactive
measures may be taken to mitigate slips in dates. Any approved changes to these
milestones or dates will be communicated to the project team by the Project
Manager.
Milestone
Project Kickof
Irrigation Testing
Concrete Inspection
Tool Shed Final Inspection
Electrical Inspection
Transition to Campsie Glen City Council

Date
March 8, 2016
March 22,
2016
April 6, 2016
April 12, 2016
April 13, 2016
April 27, 2016

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Appointee

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Schedule Baseline and Work Breakdown Structure
The WBS for the Campsie Glen Community Garden Project is comprised of work
packages which do not exceed 40 hours of work but are at least 4 hours of work.
Work packages were developed through close collaboration among project team
members and stakeholders with input from functional managers and research from
past projects.
The WBS Dictionary defines all work packages for the Campsie Glen Community
Garden Project. These definitions include all tasks, resources, and deliverables.
Every work package in the WBS is defined in the WBS Dictionary and will aid in
resource planning, task completion, and ensuring deliverables meet project
requirements.
The Campsie Glen Community Garden Project schedule was derived from the WBS
and Project Charter with input from all project team members. The schedule was
completed, reviewed by the Project Sponsors appointee, approved, and base-lined.
The schedule will be maintained as a Primavera (P6) Gantt chart by the Project
Manager. Any proposed changes to the schedule will follow The Legacy Groups
change control process. If established boundary controls are exceeded, a change
request will be submitted to the Project Manager. The Project Manager and project
team will determine the impact of the change on the schedule, cost, resources,
scope, and risks. If it is determined that the impacts will exceed the boundary
conditions then the change will be forwarded to the Project Sponsors appointee for
review and approval.
If the change is approved by the Project Sponsors appointee then it will be
implemented by the Project Manager who will update the schedule and all
documentation and communicate the change to stakeholders in accordance with
the Change Control Process.
The Project Schedule Baseline and Work Breakdown Structure are provided in
Appendix B, Project Schedule and Appendix C, Work Breakdown Structure.

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Change Management
The following steps comprise The Legacy Groups organization change control
process for all projects and will be utilized on the Campsie Glen Community Garden
project:
Step #1:

Identify the need for a change (any stakeholder)

Requestor will submit a completed Legacy Group change request form to

the Project Manager.
Step #2:

Log change in the Change Request Register (Project Manager)

The Project Manager will maintain a log of all change requests for the
duration of the project.
Step #3:
Conduct an evaluation of the change (Project Manager, Project Team,
and Requestor)
The Project Manager will conduct an evaluation of the impact of the change
to cost, risk, schedule, and scope,
Step #4:
Manager)

Submit change request to Change Control Board (CCB) (Project

The Project Manager will submit the change request and analysis to the CCB
for review.
Step #5:

Change Control Board decision (CCB)

The CCB will discuss the proposed change and decide whether or not it will
be approved based on all submitted information.
Step #6:

Implement change (Project Manager)

If a change is approved by the CCB, the Project Manager will update and rebaseline project documentation as necessary as well as ensure any changes
are communicated to the team and stakeholders
Any team member or stakeholder may submit a change request for the Campsie
Glen Community Garden Project. The Project Sponsors appointee will chair the CCB
and any changes to project scope, cost, or schedule must meet his approval. All
change requests will be processed within 48 hours. Change requests will be logged
in the change control register by the Project Manager and tracked through to
completion whether approved or not.
The Change Control Board for the Campsie Glen Community Garden Project consists
of:

Project Sponsors Appointee

Project Manager
Project Team Leads
5

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

City Business Manager

Parks & Recreation Manager

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Communications Management
This section sets the communications framework for this project. It will serve as a
guide for communications throughout the life of the project and will be updated as
communication requirements change. It identifies and defines the roles of project
team members as they pertain to communications. It also includes a
Communications Matrix (Appendix D) which maps the communication requirements
of this project, and communication conduct for meetings and other forms of
communication. A project Team Directory (Appendix E) is also included to provide
contact information for stakeholders directly involved in the project.
The Project Manager will take the lead role in ensuring efective communications on
this project. The communications requirements are documented in the
Communications Matrix. The Communications Matrix will be used as the guide for
what information to communicate, who is to do the communicating, when to
communicate it, and to whom to communicate.
Communications Conduct for the Campsie Glen Community Garden Project is as
follows:
Meetings:
The Project Manager will distribute a meeting agenda at least 2 days prior to any
scheduled meeting and participants are expected to review the agenda prior to the
meeting. During project meetings the timekeeper will ensure that the group
adheres to the times stated in the agenda and the recorder will take notes for
distribution to the team upon completion of the meeting. It is imperative that
participants arrive to each meeting on time and cell phones and blackberries should
be turned of or set to vibrate mode to minimize distractions. Meeting minutes will
be distributed no later than 24 hours after each meeting is completed.
Email:
All email pertaining to the Campsie Glen Community Garden Project should be
professional, free of errors, and provide brief communication. Email should be
distributed to the correct project participants in accordance with the Communication
Matrix (Appendix D) based on its content. All attachments should be in one of the
organizations standard software suite programs and adhere to established
company formats. If the email is to bring an issue forward then it should discuss
what the issue is, provide a brief background on the issue, and provide a
recommendation to correct the issue. The Project Manager should be included on
any email pertaining to the Campsie Glen Community Garden Project.
Informal Communications:
While informal communication is a part of every project and is necessary for
successful project completion, any issues, concerns, or updates that arise from
informal discussion between team members must be communicated to the Project
Manager so the appropriate action may be taken.

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Stakeholder Management

The project will begin with establishing the contract with the City Business
Manager and will continue until the completion of the contract.
As defined in the projects Communications Matrix, Appendix D:
o The Project Manager will attend city council meetings bi-weekly to
update council members and the public.
o Face-to-face meetings will be held with the Project Manager, the City
Business Manager, and the Parks & Recreation Manager concerning
contract requirements and project progress weekly.
o Requested changes and identified issues will be submitted to the
Project Manager. The Project Manager and the core project team will
meet weekly or as needed to address the changes and/or issues,
document changes/issues in their respective logs, and determine the
extent of notifications required to the stakeholders.
o Communication with the suppliers will be managed by each of the
functional managers either by phone, email or established meetings.
Information will be distributed to stakeholders as required per the RACI Chart
and the Power/Interest Grid shown on Page 8. The stakeholders will be
informed through weekly reports, face-to-face meetings, phone, email, or
established community meetings.
Any changes to the Stakeholder Management section will be addressed,
documented at the weekly team meetings, and the stakeholders will be
informed as needed by the Project Manager.

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

RACI CHART
The RACI Chart establishes clear lines of responsibility in order to prevent any
potential overlap between the stakeholders and project team.
RACI Chart
WB Work Packages and
S
Activities
1.0 Project Management

A B C D E F G H I
A
C C

J K L
C C C

M N O
R I I

2.0 Design

A C

C C

3.0 Dirt Work

4.0 Irrigation

5.0 Electrical

6.0 Concrete

R C C

7.0 Tool shed

8.0 Benches

R C

9.0 Garden Boxes

10.
Fencing
0

11. Bulletin board and garden

0 sign

12.
Close Project
0

C C R

Stakeholders
A.
B.
C.
D.
E.
F.
G.
H.

Project Manager
City Council (Sponsor)
City Business Manager
City Parks & Recreation
Manager
City Engineer
Building Inspector
L&I Inspector
Public Utility Company

I
I

I.
J.
K.
L.
M.
N.
O.

I
I

Suppliers
John Doe
Jane Doe
Edward Jones
James Smith
Tax Payers
Neighbors

10

POWER/INTEREST GRID
The Power/Interest Grid identifies the level of power and interest each stakeholder
has within the project.

E C
D

Power

High

Low
Manage Closely
Low

Monitor

High

Keep Informed

Keep Satisfied

Interest

Cost Management
The contracting vehicle for the Campsie Glen Community Garden Project is a fixed
price contract. The Project Manager will be responsible for managing and reporting
on the projects cost throughout the durationStakeholders
of the project. The Project Manager
will present and review the projects cost performance during the bi-weekly Contract
A.City Council (Sponsor)D.Suppliers
Requirements, Costs and Project Progress meeting. The Project Manager is responsible for
B.City Business ManagerE.Tax Payers
accounting for cost deviations and presenting the Project Sponsors appointee with
C.City Parks & Recreation ManagerF.Neighbors
options for getting the project back on budget. All budget authority and decisions,
to include budget changes, reside with the Project Sponsors appointee.
For the Campsie Glen Community Garden Project, work started on the project will
grant the project with 50% credit, and the remaining 50% is credited upon
completion of project. Costs may be rounded to the nearest dollar and work hours
rounded to the nearest whole hour.
Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on
a bi-weekly basis by the Project Manager to the Project Sponsors appointee, the
City Business Manager, and the Parks & Recreation Manager. If its determined that
there is no or minimal impact on the projects cost or schedule baseline then there
may be no action required. If any corrective actions are necessary, they will require
a project change request and be must approved by the CCB before it can be
implemented.

Procurement Management
The Legacy Group will utilize their previously established relationships with vendors
required for the Campsie Glen Community Garden Project.
The Project Manager will provide oversight and management for all procurement
activities under this project. The Project Manager is authorized to approve all
procurement actions up to $20,000. Any procurement actions exceeding this
amount must be approved by the Project Sponsors appointee.
The Project Manager will work with the project team to identify all items or services
to be procured for the successful completion of the project. The Project Manager
will then ensure these procurements are reviewed by the Legacy Groups Program
Management Office (PMO) and presented to the contracts and purchasing groups.
The contracts and purchasing groups will review the procurement actions,
determine whether it is advantageous to make or buy the items or resource
required services internally, and begin the vendor selection, purchasing and the
contracting process.
The Project Manager is responsible for management of any selected vendor or
external resource. The Project Manager will also measure performance as it relates
to the vendor providing necessary goods and/or services and communicate this to
the purchasing and contracts groups.

Project Scope Management

Scope management for the Campsie Glen Community Garden Project will be the
sole responsibility of the Project Manager. The scope for this project is defined by
the Scope Statement and Work Breakdown Structure (WBS). The Project Manager,
Project Sponsors appointee, and Stakeholders will establish and approve
documentation for measuring project scope which includes deliverable quality
checklists and work performance measurements.
Proposed scope changes may be initiated by the Project Manager, Stakeholders or
any member of the project team. All change requests will be submitted to the
Project Manager who will then evaluate the requested scope change. Upon
acceptance of the scope change request, the Project Manager will submit the scope
change request to the CCB and Project Sponsors appointee for acceptance. Upon
approval of scope changes by the CCB and Project Sponsors appointee, the Project
Manager will update project documents and communicate the scope change to
stakeholders. Based on feedback and input from the Project Manager and
Stakeholders, the Project Sponsors appointee is responsible for the acceptance of
the final project deliverables and project scope.
The Project Sponsors appointee is responsible for formally accepting the projects
final deliverable. This acceptance will be based on a review of all project
documentation, completion of all tasks/work packages, and the projects acceptance
criteria.

Schedule Management
Project schedules for the Campsie Glen Community Garden Project will be created
using Primavera (P6) starting with the deliverables identified in the projects WBS.
Activity definition will identify the specific work packages which must be performed
to complete each deliverable. Activity sequencing will be used to determine the
order of work packages and assign relationships between project activities. Activity
duration estimating will be used to calculate the number of work periods required to
complete work packages. Resource estimating will be used to assign resources to
work packages in order to complete schedule development.
Once a preliminary schedule has been developed, it will be reviewed by the project
team and any resources tentatively assigned to project tasks. The project team and
resources must agree to the proposed work package assignments, durations, and
schedule. Once this is achieved the Project Sponsors appointee will review and
approve the schedule and it will then be base-lined.
In accordance with The Legacy Groups organizational standard, the following will be
designated as milestones for the project schedule:

Project Kickof
Irrigation Testing
Electrical Inspection
Concrete Inspection

Tool Shed Final Inspection

Transition to Campsie Glen City Council Appointee

Roles and responsibilities for schedule development are as follows:

The Project Manager will be responsible for facilitating work package definition,
sequencing, and estimating duration and resources with the project team. The
Project Manager will also create the project schedule using Primavera (P6) and
validate the schedule with the project team, stakeholders, and the Project Sponsors
appointee. The Project Manager will obtain schedule approval from the Project
Sponsors appointee and baseline the schedule.
The project team is responsible for participating in work package definition,
sequencing, and duration and resource estimating. The project team will also
review and validate the proposed schedule and perform assigned activities once the
schedule is approved.
The Project Sponsors appointee will participate in reviews of the proposed schedule
and approve the final schedule before it is base lined.
The project stakeholders will participate in reviews of the proposed schedule and
assist in its validation.

Quality Management
All members of the project team will play a role in quality management. It is
imperative that the team ensures that work is completed at an adequate level of
quality from individual work packages to the final project deliverable. The following
are the quality roles and responsibilities for the Campsie Glen Community Garden
Project:
The Project Sponsors appointee is responsible for approving all quality standards
for the Campsie Glen Community Garden Project. The Project Sponsors appointee
will review all project tasks and deliverables to ensure compliance with established
and approved quality standards. Additionally, the Project Sponsors appointee will
sign of on the final acceptance of the project deliverable.
The Project Manager is responsible for quality management throughout the duration
of the project. The Project Manager is responsible for implementing Quality
Management and ensuring all tasks, processes, and documentation are compliant
with the Quality Management section. The Project Manager will work with the
project team and the Parks & Recreation Manager to establish acceptable quality
standards. The Project Manager is also responsible for communicating and tracking
all quality standards to the project team and stakeholders.
The project team is responsible for working with the Project Manager to develop and
implement Quality Management. The Project Manager will recommend tools and
methodologies for tracking quality and standards to establish acceptable quality
levels. The Project Manager will create and maintain Quality Control and Assurance
Logs throughout the project.

The members of the project team, as well as the stakeholders will be responsible for
assisting the Project Manager in the establishment of acceptable quality standards.
The project team will also work to ensure that all quality standards are met and
communicate any concerns regarding quality to the Project Manager.
Quality control for the Campsie Glen Community Garden Project will utilize tools and
methodologies for ensuring that all project deliverables comply with approved
quality standards. To meet deliverable requirements and expectations, we must
implement a formal process in which quality standards are measured and accepted.
The Project Manager will ensure all quality standards and quality control activities
are met throughout the project. The project team will assist the Project Manager in
verifying that all quality standards are met for each deliverable. If any changes are
proposed and approved by the Project Sponsors appointee and the CCB, the Project
Manager is responsible for communicating the changes to the project team and
updating the project plan and required documentation.
Quality assurance for the Campsie Glen Community Garden Project will ensure that
all processes used in the completion of the project meet acceptable quality
standards. These process standards are in place to maximize project efficiency and
minimize waste. For each process used throughout the project, the Project Manager
will track and measure quality against the approved standards with the assistance
of the project team and ensure all quality standards are met.

Risk Management
PROCESS
The Project Manager working with the project team and the Project Sponsors
appointee will ensure that risks are actively identified, analyzed, and managed
throughout the life of the project. Risks will be identified as early as possible in the
project so as to minimize their impact. The steps for accomplishing this are outlined
in the following sections. The Project Manager will serve as the Risk Manager for
this project.
RISK IDENTIFICATION
Risk identification will involve the project team, appropriate stakeholders, and will
include an evaluation of environmental factors, organizational culture, and the
project management plan including the project scope. Careful attention will be
given to the project deliverables, assumptions, constraints, WBS, cost/efort
estimates, resources, and other key project documents.
RISK ANALYSIS
All identified risks will be assessed to identify the range of possible project
outcomes.

RISK RESPONSE PLANNING

Each major risk will be assigned to a project team member for monitoring purposes
to ensure that the risk will not fall through the cracks.
For each major risk, one of the following approaches will be selected to address it:
Avoid eliminate the threat by eliminating the cause
Mitigate Identify ways to reduce the probability or the impact of the risk
Accept Nothing will be done
Transfer Make another party responsible for the risk (buy insurance,
outsourcing, etc.)
For each risk that will be mitigated, the project team will identify ways to prevent
the risk from occurring or reduce its impact or probability of occurring. This may
include adding tasks to the project schedule, adding resources, etc.
For each major risk that is to be mitigated or that is accepted, a course of action will
be outlined for the event that the risk does materialize in order to minimize its
impact.
RISK MONITORING, CONTROLLING, AND REPORTING
The level of risk on a project will be tracked, monitored and reported throughout the
project lifecycle.
All project change requests will be analyzed for their possible impact to the project
risks.
Stakeholders will be notified of important changes to risk status as a component to
the Project Status Report.
Upon the completion of the project, during the closing process, the Project Manager
will analyze each risk as well as the risk management process. Based on this
analysis, the project manager will identify any improvements that can be made to
the risk management process for future projects. These improvements will be
captured as part of the lessons learned knowledge base.

Risk Register
A Risk Register will be maintained by the Project Manager and will be reviewed as a
standing agenda item for project team meetings.

The Risk Register for this project is provided in Appendix F, Risk Register.

Staffing Management
The Campsie Glen Community Garden Project will consist of a matrix structure with
support from various internal organizations. All work will be performed internally.
Staffing requirements for the Campsie Glen Community Garden Project include the
following:

Project Manager (1 position) responsible for all management for the Campsie
Glen Community Garden Project. The Project Manager is responsible for planning,
creating, and/or managing all work activities, variances, tracking, reporting,
communication, development of quality control and assurance standards,
maintaining project logs, performance evaluations, staffing, and internal
coordination with organizational managers.
Team Lead #1 Power, Irrigation, and Tool Shed (1 position) responsible for
oversight of all tasks related to power, irrigation, and building the tool shed for the
Campsie Glen Community Garden Project as well as ensuring functionality is
compliant with quality standards. Responsibilities also include working with the
Project Manager to assist with project plan development, risk identification,
determine impacts of change requests, create work packages, manage risk, manage
schedule, identify requirements, and status reporting. This Lead will be managed
by the Project Manager who will provide performance feedback to his/her
organizational manager.
Team Lead #2 Dirt Work (1 position) responsible for oversight of all tasks
relating to dirt work for the Campsie Glen Community Garden Project as well as
ensuring quality standards are met. Responsibilities also include working with the
Project Manager to assist with project plan development, risk identification,
determine impacts of change requests, create work packages, manage risk, manage
schedule, identify requirements, and status reporting. This Lead will be managed
by the Project Manager who will provide performance feedback to his/her
organizational manager.
Team Lead #3 Concrete and Fencing (1 position) responsible for oversight of
all tasks relating to concrete work and fencing for the Campsie Glen Community
Garden Project as well as ensuring quality standards are met. Responsibilities also
include working with the Project Manager to assist with project plan development,
risk identification, determine impacts of change requests, create work packages,
manage risk, manage schedule, identify requirements, and status reporting. This
Lead will be managed by the Project Manager who will provide performance
feedback to his/her organizational manager.
Team Lead #4 Garden Boxes, Benches, and Signage (1 position)
responsible for oversight of all tasks relating to garden boxes, benches, and signage
for the Campsie Glen Community Garden Project as well as ensuring quality
standards are met. Responsibilities also include working with the Project Manager
to assist with project plan development, risk identification, determine impacts of
change requests, create work packages, manage risk, manage schedule, identify
requirements, and status reporting. This Lead will be managed by the Project
Manager who will provide performance feedback to his/her organizational manager.
Technical Writer (1 position) responsible for compiling all project documentation
and reporting into organizational formats. Responsible for assisting the Project
Manager in Configuration Management and revision control for all project
documentation. Responsible for scribing duties during all project meetings and
maintaining all project communication distribution lists. The Technical Writer will be

managed by the Project Manager who will also provide performance feedback to
his/her organizational manager.
The Project Manager will negotiate with all necessary Legacy Group organizational
managers in order to identify and assign resources for the Campsie Glen
Community Garden Project. All resources must be approved by the appropriate
organizational manager before the resource may begin any project work. The
project team will not be co-located for this project and all resources will remain in
their current workspace.

Resource Histogram
The Campsie Glen Community Garden Project will require all project team members
for the duration of the project although levels of efort will vary as the project
progresses. The project is scheduled to last ten weeks with standard 40-hour work
weeks. If a project team member is not required for a full 40 hour work week at any
point during the project, their eforts outside of the Campsie Glen Community
Garden Project will be at the discretion of their organizational manager. The
Resource Histogram is in Appendix G.

Cost Baseline
The cost baseline for the Campsie Glen Community Garden Project includes all
budgeted costs for the successful completion of the project. Project costs were
developed utilizing bottom-up estimating methodology.

Cost Baseline
Project Stage

Budgeted
Total

Comments

$6,000

Includes all costs for initiating project

management and for all project team
members to gather requirements and plan
the project.

$3,360

Includes all costs for all project team

members to work on Campsie Glen
Community Garden conceptual design.

Dirt Work

$9,310

Includes all costs for clearing the project

site, digging required trenches and holes,
backfilling and final grade, and
completing the garden pathways.

Irrigation

$1,524

Includes all costs for installing and testing

the irrigation system.

Electrical

$1,752

Includes all costs for the gardens

electrical system.

Concrete

$5,889

Includes all costs for concrete work.

Building the Tool

Shed

$2,718

Includes all costs for building the tool

shed.

Project Management

Design

Benches, Garden
Boxes, and Sign
Fencing

Project Closure

$15,040

$4,710

$20,401

Includes all costs for building and/or

installation of the gardens benches,
garden boxes, sign, and community
bulletin board.
Includes all costs for fencing the
community garden.
Includes all costs for transitioning the
garden to the city of Campsie Glen and
project closeout activities and
documentation, and allowable profit
margin.

Quality Baseline
The Campsie Glen Community Garden Project must meet the quality standards
established in the quality baseline. The quality baseline is the baseline which
provides the acceptable quality levels of the Campsie Glen Community Garden
Project. The community garden must meet or exceed the quality baseline values in
order to achieve success.

Quality Standards
Item
Irrigation System

Power

Acceptable Level
1. Four hose bibs for every four garden plots.
2. System has been pressure tested and has no leaks
3. Connection to system access has been approved by
CGID
1. Power runs to meter on side of shed
2. Electrical inspection has been passed
1. Concrete slab is 20 x 65 x 3

Concrete Slab

2. Concrete pad has Four 4 x 8 holes for handicapped

garden beds
3. Concrete slab inspection has been passed

Compost Area

Compost area is 20 x 20
1. There 24 garden beds, four of which are handicap
accessible
2. Handicap accessible beds are 8 x 4 x 24

Garden Beds

3. Twenty garden beds are 8 x 4 x 12

4. Garden beds are built with redwood lumber
5. Each garden bed is filled with soil amended with
compost
6. Each garden bed is numbered

Tool Shed

1. Tool shed is stick framed

2. The tool shed has 2 indoor and 2 outdoor light
fixtures installed
3. The tool shed has 4 indoor outlets and 1 outdoor

Quality Standards
Item

Acceptable Level
outlet
4. Interior of tool shed is sheeted with plywood
1. Pathways are a minimum of 4 wide

Pathways

2. Pathways are wood chips

3. Handicap accessible pathways are concrete
1. The garden is enclosed in a 6 chain link fence

Fencing

2. There is 1 man gate located ensuring handicap

accessibility
3. There is 1 drive-through gate located to provide direct
access to the compost area

Benches

1. There will be 8 benches placed as indicated on the

site plan
2. Only pre-approved benches will be installed
3. Benches are installed per manufacturers instructions
1. Garden Sign is 2 x 3

Garden Sign

2. Garden sign is located as per the site plan

3. Bilingual sign has the gardens name, address, contact
number for more information, and a list of the sponsors

Community
Bulletin Board

1. Bulletin board is located as per site plan

2. Bulletin board is 4 x 6

Acceptance
Approved by:

_______________________________________________
__________________________

Date

Karin Williams, Campsie Glen City Council Appointee

_______________________________________________
__________________________
Edward Jones, Project Manager

Date

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Appendix A
Site Plan

The Legacy Group

Campsie Glen Community Garden Project

Hose Bibs

Project Management Plan

Garden
Benches
The Legacy
Group

Campsie

Garden
Boxes
Glen Community

Project Management Plan

Garden Project

Appendix B

Project Schedule

The Legacy Group

Project Schedule

Campsie Glen Community Garden Project

B-1

The Legacy Group

Project Schedule

Campsie Glen Community Garden Project

B-2

The Legacy Group

Project Schedule

Campsie Glen Community Garden Project

B-3

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Appendix C
Work Breakdown Structure (WBS)

The Legacy Group

Campsie Glen Community Garden Project

Project Management Plan

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Communication
Type

Appendix D
Communications Matrix

Description

Communications Matrix
Freque
Form
Participants/
ncy
at
Distribution

atus Report

Email summary of project status

oject Team Meeting

Meeting to review action register,

status, issues, and changes

oject Review

ontract Requirements,
osts and Project
ogress

lestone Reviews

echnical Design Review

Weekly

Email

Deliverable

Owne

Project Sponsors Appointee,

Project Team and
Stakeholders

Status Report

Project
Manage

Project
Manage

Weekly

In Person

Project Team

Updated Action
Register, Change
Control Log, and
Issues Log

Present metrics and status to

team and sponsor

Bi-Weekly

In Person

Project Sponsors Appointee,

Team, and Stakeholders

Status and Metric

Presentation

Project
Manage

Review contract requirements,

costs performance and status
project

Bi-weekly
or As
Needed

In Person

Project Sponsors Appointee,

Campsie Glen City Business
Manager, and Parks &
Recreation Manager

Status Report

Project
Manage

Present completion of project

milestones

As Needed

In Person

Project Sponsors Appointee,

Team and Stakeholders

Milestone
Completion
Report

Project
Manage

Review of any technical designs

or work associated with the
project

As Needed

In Person

Project Sponsors Appointee

and Project Team

Technical Design
Package

Project
Manage

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project

Appendix E
Project Team Directory
Project Team Directory
Name

Title

City Council

Project Sponsor

CityCouncil@GlenCampsie
.org

Project Sponsors Appointee

kwilliams@GlenCampsie.org

City Council Delegate

jcartwright@GlenCampsie.or
g

James Smith

Project Manager

jsmith@LegacyGroup.com

John Doe

Concrete and Fencing Lead

Karin
Williams
John
Cartwright

Edward Jones
Jane Doe

Electrical, Irrigation, Tool Shed, and

Landscaping Lead
Garden Boxes, Benches, and Sign
Lead

Sam Clemons

Dirt Work Lead

Andrea
Darling

Technical Writer

Tom Sunday

City Business Manager

Karen Brown

Parks & Recreation Manager

E mail

jdoe@LegacyGroup.com
ejones@LegacyGroup.com

jdoe2@LegacyGroup.com
sclemons@LegacyGroup.c
om
adarling@LegacyGroup.co
m
tsunday@GlenCampsie.or
g
kbrown@GlenCampsie.org

Office
Phone

509-55
1234
509-55
2017
509-55
2356
509-64
2231
509-64
2235
509-64
2241
509-64
2233
509-64
2231
509-64
2415
509-55
1126
509-55
3373

The Legacy Group

Campsie Glen Community Garden Project

Appendix F
Risk Register

The Legacy Group

Risk Register

Campsie Glen Community Garden Project

F-1

The Legacy Group

Campsie Glen Community Garden Project

Appendix G
Resource Histogram

The Legacy Group

Resource Histogram

Campsie Glen Community Garden Project

G-1