Graded Homework

FINAL TEAM PROJECT- LARSON/GARY WEDDING Abstract
The purpose of this assignment is to present the PMGT 501 Team 2’s Final Team
Project. The following sections are presented within this paper for the Larson/Gary
Wedding: Scope of Work (SOW), Project Charter, a list of the project requirements
within the SOW, Work Breakdown Structure (WBS), Communications plan,
Responsibilities matrix, the Wedding Budget, Network diagram (including the
identification of the critical path), Quality Plan, Risk Management Plan included with a
Program Evaluation and Review Technique (PERT), Change Control Process, Resources
categories and constraints, Baseline of the schedule and budget, Time phased cash flow
plan, Human Resources plan, Recommendations to reduce the schedule length and
calculate impact on the budget, Status Report, and lastly the Closeout checklist for the
Larson/Gary Wedding.v FINAL TEAM PROJECT- LARSON/GARY WEDDING
Scope of Work (SOW)
Project Objective
Once in a Lifetime, Inc. is a small business specializing in wedding planning. We
are a group of five planners dedicated to creating a dream wedding to every bright eyed
bride/groom that walks through our door. We have been contracted to plan and execute
the Larson/Gray wedding. Mr. Larson and Ms. Gray have chosen to go with our fantastic
church wedding package in San Diego, CA. The deadline requested is June 22nd, 2016.
The budget for the wedding is $30,000 and the clients have expressed explicit instruction
not to exceed the allotted budget.
Deliverables
During the first phase of the Larson/Gray wedding, we will determine the number
of people attending, venues, disc jockey recommendations, music selection, floral
arrangements, catering packages, formal attire, lighting, photography packages, wedding
cake, and transportation. Most importantly, we must determine the religious
denomination of the couple to ensure all forms/classes required by the church are
completed prior to the wedding day. During the second phase, we will schedule
appointments with florists, formal wear shops, catering service, and the reception hall to
determine all requirements of the couple. All deposits will be disbursed as well. We will
also ensure they are scheduled to meet with the church to ensure all classes/forms are
completed prior to phase 3. During Phase 3, we will assemble all
bridesmaids/groomsmen to get fitted for their formal attire. The bride and groom will also
be fitted. Reception hall will be inspected to ensure all necessary tables/chairs and décor
are ready to be assembled. The church will be contacted in preparation for the wedding recital. All other services will be contacted to verify there are no exceptions to what was
originally requested. The final phase will be the execution of the wedding to include
decoration of the church, wedding rehearsal, seating arrangements, wedding reception,
cake cutting ceremony, and the final farewells (including the decoration of the couple’s
car).
Milestones
1. Wedding planning Phase 1 – April 15th, 2016
2. Church documents submitted – April 29th, 2016
3. Pre-Wedding classes attendance – May 5th, 2016
4. Cake tasting/Catering selections – May 10th, 2016
5. Deposits for all services submitted – May 12th, 2016
6. Reception hall measurements/planning – May 22nd, 2016
7. Formal Attire fitting – May 29th, 2016
8. Liquor License for reception – June 16th, 2016
9. Wedding rehearsal – June 21st, 2016
10. Wedding/Reception hall setup – June 21st, 2016 (evening)
11. Wedding and Reception/Final payments submitted – June 22nd, 2016
Technical Requirements
1. Wedding hall must be able to accommodate a guest list of at least 100 people
2. Formal attire shop must be able to accommodate two plus size grooms/bridesmaids.
These two individuals will have a fitting 1 week prior to the wedding.
3. Reception hall must have a dance floor measuring at least 30’ X 30’.
4. Disk Jockey’s equipment cannot exceed past 20’. Music must be free of explicit
language.
5. Parking area must be able to accommodate at least 100 vehicles. If overflow parking is
necessary, a shuttle must be provided (included in reception hall cost).
6. Reception hall must be capable of accommodating ten 10’X10’ tables and can handle a
max occupancy level of at least 120 people.
7. Catering table will need to be 20’ in length since the reception hall does not have a
kitchen available. Buffet style arrangement will be organized.
8. Liquor license is required in order to serve hard alcohol.
Limits and Exclusions 1. Floral arrangements cannot contain Daffodils, Poinsettias, or Lilly’s due to allergies of
some of the guest
2. Cake must be gluten free and cannot contain any nuts.
3. Guests must be arranged properly to avoid conflict between “old flames”
4. Wedding classes are only available before May 5th. The certificates must be handed to the
church by this deadline.
5. Catering selection should include options for those allergic to certain types of food.
Bride/groom will provide exceptions before May 10th, 2016.
Reviews with customer
Erik Larson and Cliffordina Gray. FINAL TEAM PROJECT- LARSON/GARY WEDDING
Project Charter
Background
The planning for this wedding is being undertaken to deliver a fantastic and
memorable church wedding and reception for the marriage of Erik Larson and Cliffordina
Gray on June 22, 2016. The wedding is to take place at a church yet to be determined in
the San Diego, CA area. The budget available for the event is $30,000.
Goals
? Deliver a memorable wedding experience for the wedding party and guests at or under the allocated budget.
? Determine the religious denomination and ensure all requirements are fulfilled prior to
? the wedding day.
Complete catering selections by May 10, 2016.
Scope
The end result of this project is to deliver Once and a Lifetime’s Church Wedding
Package that will fulfill the desires of Erik Larson’s and Cliffordina Gray’s wedding
plans. Planning will begin with obtaining information such as number of guests, venue
and entertainment provider selection, floral and catering arrangements, lighting,
photography, and transportation needs.
Key Stakeholders
Client
Sponsor
Project manager
Project team Erik Larson and Cliffordina Gray
Once in a Lifetime Inc
Sarah Lasiuk
Christopher Hollis, Matt Holtan, Tim Ingersoll, Jackie Jackson, members Vladimir Jovic Project Milestones
Begin planning of the wedding by April 15, 2016. Submit documents to church by
April 29, 2016. Complete formal attire fitting by May 29, 2016. Submit deposit payments
for all services by May 12, 2016.
Project Budget
Total available funds for the wedding is $30,000.
Constraints, Assumptions, Risks and Dependencies
Constraints Size requirements for the hall to be selected, limits to certain Assumptions types of floral arrangements, selection of a gluten free cake.
Selection of a denomination for the church wedding already
discussed and agreed upon by the wedding party and families to Risks and avoid last minute conflict
The risks include the possibility of the wedding invites being Dependencies sent out later than desired, the wedding cake getting damaged
during transportation, the bridesmaid dresses coming in too late
for the wedding, and the risk of bad weather occurring on the
wedding day. Approval Signatures Erik Larson and Once in a Lifetime Inc, Sarah Lasiuk, Project Cliffordina Gray Sponsor Manager FINAL TEAM PROJECT- LARSON/GARY WEDDING
Project Technical Requirements
1. Wedding hall must be able to accommodate a guest list of at least 100 people
2. Formal attire shop must be able to accommodate two plus size grooms/bridesmaids.
These two individuals will have a fitting 1 week prior to the wedding.
3. Reception hall must have a dance floor measuring at least 30’ X 30’.
4. Disk Jockey’s equipment cannot exceed past 20’. Music must be free of explicit
language.
5. Parking area must be able to accommodate at least 100 vehicles. If overflow parking is
necessary, a shuttle must be provided.
6. Reception hall must be capable of accommodating ten 10’X10’ tables and can handle a
max occupancy level of at least 120 people.
7. Catering table will need to be 20’ in length since the reception hall does not have a
kitchen available. Buffet style arrangement will be organized.
8. Liquor license is required in order to serve hard alcohol. FINAL TEAM PROJECT- LARSON/GARY WEDDING
Work Breakdown Structure (WBS)
Figure 1: WBS for Larson/Gary Wedding- 4 Levels- Coded FINAL TEAM PROJECT- LARSON/GARY WEDDING
Figure 2: WBS for Larson/Gary Wedding- 4 Levels- Coded in Microsoft Project FINAL TEAM PROJECT- LARSON/GARY WEDDING
Communication Plan
Document Change Control
The following is the document control for the revisions to this document.
Version Number Date of Issue Author(s) Brief Description of Change 1 3 Apr 2016 Matt Comm Matrix only 2 17 Apr 2016 Matt Draft of Comm Plan (whole) Definition
The following are definitions of terms, abbreviations and acronyms used in this
document.
Term Definition Statement of Scope statements typically include project objectives, Work (SOW) deliverables, milestones, specifics, and limits and exclusions Work Breakdown A hierarchical method that successively subdivides the work of Structure (WBS) the project into smaller details Critical Path The longest activity path(s) through the network. The critical path
can be distinguished by identifying the collection of activities
that all have the same minimum slack. Responsibility A matrix whose intersection point shows the relationship between Matrix an activity (work package) and the person/group responsible for
its completion. Project Charter A document that authorizes the project manager to initiate and
lead a project Introduction
The purpose of the communication plan is to that this wedding project provides
relevant, accurate, and consistent project information to project stakeholders and other
appropriate audiences. By effectively communicating the project can accomplish its work
with the support and cooperation of each stakeholder group.
The communication plan provides a framework to manage and coordinate the
wide variety of communications that take place during the project. The communication
plan covers who will receive the communications, how the communications will be
delivered, what information will be communicated, who communicates, and the
frequency of the communications.
Communication Objectives
Effective and open communications is critical to the success of the project. The
objectives Team 2’s project communication plan is to have the team leader, project team
and all stakeholders on the same sheet of music throughout planning this event.
The key communication objectives for the project are:
Established awareness of planning throughout the process
Communication should be centralized effort
Enhancement of teamwork
Improve on meeting milestones
High visibility with all intended audiences
Communication Purpose and Target Audiences This section identifies the audiences targeted in this Communication Plan, and the
purpose of communicating with each audience. A complete list of the participants in each
audience can be found in the Appendix.
Audience Communication Purpose Team leader Make top-down decisions, keep team on track Team members Stay on track; meet milestones and deliverables Stakeholders
Bride and Groom Aware of cost, milestones, prevent cold feet Family members; wedding Milestones and cost; where and when to be party FINAL TEAM PROJECT- LARSON/GARY WEDDING
Communication Message and Delivery
The following outlines the targeted audiences, the key communication messages
to be delivered, and the method for delivering the information, the communicator, and the
frequency of the delivery. See communication matrix below: Meetings Purpose Description Delivery
Method FreQ. Owner Audience Initial kick
off Discuss Scope
Plan Email 4/3/2016 Matt team 2
Team2 milestones discuss deadlines email project
control monitor/cont.
milestones email,
forum
post Reports weekly
status add/change
deliverables and
milestones google
docs/foru
m Announce
ments Task
reminders Task owner
schedule
reminders email bi weekly Leader Stakeholders weekly Leader Team 2
Team 2 weekly Leader Stakeholders daily Owner of
task Team 2 Communication Message Contents
The section outlines the contents of the key communications.
Meetings
Discuss objectives, goals
Establish milestones with team and stakeholders
Establish channels of communication
Potential changes; late starts, over/under budget Reports
Weekly check-ins
Budget: total cost, current
Changes to Scope
Announcements
Task reminders
Team moving forward
Target Audience Participants
Audience Participants Organization Team 2 Stakeholders Catering company; Reception hall and staff Team 2 Stakeholders Tux Shop; Dress shop Team 2 Stakeholders Bakery- Cake Service Team 2 Stakeholders Florist Team 2 Stakeholders DJ/Entertainment Team 2 Stakeholders Photographer Team 2 Stakeholders Limo service Team 2 Stakeholders Church FINAL TEAM PROJECT- LARSON/GARY WEDDING
Responsibility Matrix
Figure 3: Responsibility Matrix for Larson/Gary Wedding FINAL TEAM PROJECT- LARSON/GARY WEDDING
Budget
Figure 4: Budget for Larson/Gary Wedding FINAL TEAM PROJECT- LARSON/GARY WEDDING
Network Diagram
Schedule & Critical Path
Below is Figure 4: Project Schedule & Critical Path shows the schedule for the
Larson/Gary wedding with the critical path tasks highlighted in yellow; if these tasks
were to slip within the schedule the overall schedule would slip which makes these takes
at risk. Figure 5: Critical Path Larson/Gary Wedding shows the tasks found in the
schedule in a network diagram view. Each ID number within the network diagram is
associated with an ID number with a task found within the schedule in Figure 4
highlighted in yellow. Task highlighted in red within the network diagram illustrates the
critical path. Lastly, in Figure 6: Filtered Critical Path Larson/Gary Wedding shows the
critical path tasks filtered from Figure 5, thus only showing the tasks on the critical path;
again the ID numbers within Figure 6 associate with the ID numbers for the critical path
tasks found within the schedule in Figure 4. Figure 4: Project Schedule & Critical Path FINAL TEAM PROJECT- LARSON/GARY WEDDING
Figure 5: Critical Path Larson/Gary Wedding FINAL TEAM PROJECT- LARSON/GARY WEDDING Figure 6: Filtered Critical Path Larson/Gary Wedding FINAL TEAM PROJECT- LARSON/GARY WEDDING
Quality Plan
Definition
The following are definitions of terms, abbreviations and acronyms used in this
document.
Term Definition Statement of Scope statements typically include project objectives, deliverables, Work (SOW) milestones, specifics, and limits and exclusions Work Breakdown A hierarchical method that successively subdivides the work of the Structure (WBS) project into smaller details Critical Path The longest activity path(s) through the network. The critical path can
be distinguished by identifying the collection of activities that all have
the same minimum slack. Responsibility A matrix whose intersection point shows the relationship between an Matrix activity (work package) and the person/group responsible for its
completion. Quality Management Approach
The purpose for managing quality is to validate that the project deliverables are
completed with an acceptable level of quality. Quality management assures the quality of
the project deliverables and the quality of the processes used to manage and create the
deliverables.
The quality management plan identifies these key components:
Objects of quality review Quality Measure Quality Evaluation Methods
Project Deliverables Deliverable Quality Standards Quality Control Activities Completeness and
Correctness Criteria
Project Processes Process Quality Standards
Stakeholder Expectations Quality Assurance
Activities The following is a brief explanation of each of the components of the quality
management plan.
Project Deliverables and The key project deliverables and processes subject to Processes quality review. Deliverable The quality standards that are the “measures” used to Quality Standards determine a successful outcome for a deliverable. and Completeness and Correctness
Criteria The completeness and correctness criteria describe when
each deliverable is complete and correct as defined by the
customer. Deliverables are evaluated against these criteria
before they are formally approved. Process The quality standards that are the “measures” used to
determine if project work processes are being followed. Quality Standards
And
Stakeholder expectations describe when a project process is
effective as defined by the project stakeholders. An example
is the expectation to be regularly informed monthly of
Stakeholder Expectations Quality Control Activities project status. The quality control activities that monitor and verify that
the project deliverables meet defined quality standards. Quality Assurance Activities The quality assurance activities that monitor and verify that
the processes used to manage and create the deliverables are
followed and are effective. Quality Management Objectives
The following are the quality objectives of the project that reflect the overall
intentions to be applied with regard to quality throughout the project.
The quality objectives in the project are the accurate delivery of products and services in
support of the wedding of Erik Larson and Cliffordina Gray. The quality levels will be
focused on the accuracy in the delivery of the products and services reserved by the
couple. The timing of the deliverance will be another indication of quality, with emphasis
on an on-schedule delivery. Project Quality Control
The focus of quality control is on the deliverables of the project. Quality control
monitors project deliverables to verify that the deliverables are of acceptable quality and
are complete and correct.
The following table identifies:
? The major deliverables of the project that will be tested for satisfactory quality level.
? The quality standards and the correctness and completeness criteria established for the
project deliverable. Included are any organizational standards that need to be followed.
? The quality control activities that will be executed to monitor the quality of the
deliverables.
? How often or when the quality control activity will be performed.
Deliverable Quality
Standards/ Quality Control Completeness and Activity Project Deliverable Frequency/Interval Correctness Criteria Phase 1 Aligned with the couple’s Use of a checklist requests and desires of services of requests and
(95%) desires by the
couple prior to
commencement of
Phase 1 Weekly or as
selections are made Phase 2 Conforms to the couple’s Timing of service Weekly or as wishes for venues and services deliverance selections are made Service deliveries are in Verification of Weekly or as services compliance with couple’s services delivered wishes (95%) to the checklist (90%) Phase 3 are delivered used in Phase 1 Project Quality Assurance
The focus of quality assurance is on the processes used in the project. Quality
assurance ensures that project processes are used effectively to produce quality project
deliverables.
The following table identifies:
? The project processes subject to quality assurance.
? The quality standards and stakeholder expectations for that process.
? The quality assurance activity – such as a quality audit or reviews – that will be executed
to monitor that project processes are properly followed.
? How often or when the quality assurance activity will be performed.
Project Process Process Quality Quality Assurance Standards/ Activity Stakeholder Frequency/Interval Expectations Develop a checklist to be 100% compliance Audit of the products Weekly or at the end of used by the couple of with couple’s requests and services that are each phase their requests and desires delivered for the delivery of product
and service Develop a schedule for 100% compliance Audit of the scheduled As product or service is the delivery of products with couple’s requests timing of delivery delivered and services Quality Team Roles & Responsibilities
The following identifies the quality-related responsibilities of the project team and
lists specific quality responsibilities.
Quality Control and Quality
Project Team Role Assigned Resource
Assurance Responsibilities Vladimir Jovic, Project Team
Member for Quality Oversight of Quality Control Sarah Lasiuk, Project Manager Oversight of Quality Assurance Quality Tools
The following lists the tools to be used to support quality management
implementation and the purpose or use of the tool.
Tool Name Tool Purpose/Use Microsoft Xcel
Microsoft Word Document the checklist and other information regarding the
requests and desires of the couple Microsoft Project 10 Documents Project Schedule FINAL TEAM PROJECT- LARSON/GARY WEDDING
Risk Management Plan
Below lists the scale associated with each risk level in Table 1: Risk Levels.
According to our text, risk assessment is predicated on probability and impact. 5 being
highly likely and a high impact, 1 being very unlikely with minimum impact. With
detection difficulty, 1 would be easy to detect and 5 would be almost impossible.
According to the risks plotted in Table 2: Risk Assessment you can see that most
are highly unlikely but if they did occur it would really be bad. Below Figure 2, each risk
is identified and discussed, along with the detection difficulty of those risks, as well as
the likelihood of the risks occurring, and the impact of the risks if the risks were to occur.
Table 1: Risk Levels
Scale Terms 1 Very Low 2 Low 3 Medium 4 High 5 Very High FINAL TEAM PROJECT- LARSON/GARY WEDDING
Table 2: Risk Assessment
Risk Likelihood Impact Detection
Difficulty When 1.) Wedding innovations
are sent one month
later than desired 2 4 1 1 months prior to
wedding (typically
invites should be out
in 2 months) 2.) Wedding cake gets
damaged during
transportation 2 4 3 Driving from the
bakery to the
reception 3.) The bridesmaid
dresses come in late
after the wedding 3 5 1 2 months before
wedding 4.) The bride trips and
falls going down the
aisle 1 4 3 During the wedding
ceremony 5.) Bad weather 3 4 4 On the day of the
wedding Risk #1: Wedding innovations are sent one month later than desired: The possibility
of the wedding innovations are sent one to two months later than desired.
Detection Difficulty: The detection difficulty is of the wedding innovations being
sent one to 2 months behind schedule is low (1). Since the bride has control on when they
are able to send the invitations out, and this wedding is not necessarily on a time crunch,
she should have enough time to think about ordering invites, and then sending them out
in a timely manner (about 2 months prior to the wedding to inform guests).
Likelihood: Again, since the bride has control on when they are able to send the
invitations out, and this wedding is not necessarily on a time crunch, she should have enough time to think about ordering invites, and then sending them out in a timely
manner. The likelihood of sending the invites out late is a low (2). If the bride is invested
in getting the invites out when required the likelihood will be low.
Impact: If for some reason the bride is unable to send the invites out 1 months
rather than 2 months in advance, the impact can be as high (4). It is very high because
without sufficient notification to guests there are going to be guests that will be unable to
clear their schedules to make the wedding, thus missing the wedding; which means less
guests will attend the wedding than originally desired.
Risk #2: Wedding cake gets damaged during transportation: The possibility of the
wedding cake getting damaged during transportation from the bakery to the wedding
reception.
Detection Difficulty: The detection difficulty knowing if the cake is going to be
damaged or not is a medium (3). Since the driver does have control of how fast, slow,
how sharp of turns they take on the road, and how to proper pack up the cake in the
vehicle prior to driving, this lessens the detection difficultly, but since there is no way of
knowing if an accident were to occur while driving the cake from the bakery to the
reception where the cake gets smashed the detection difficulty goes up; hence the
detection difficulty is rated an even 3.
Likelihood: The likelihood of the cake getting during transportation from the
bakery to the reception in low (2). Although accidents do happen they don’t happen very
often on a daily basis. If the driver takes it low and slow, and is knowledgeable of what
kinds of motions could potentially damage the cake, and they steered away from those
movements, the cake will get to the reception damage free. Impact: Although it’s unlikely the cake will be damaged if the driver takes in
slow and easy on their drive from the bakery to the reception, the impact is high (4);
depending on the Bride and Groom’s tolera…