Project management plan for opening a new restaurant

Project Management Plan of a New Restaurant

This project management plan is majorly concerned primarily with the first two steps which are defining the project; the project objective is broken down into a series of manageable steps called tasks and designing the project process; this work is performed by the project manager and is presented in the GANTT chart where the tasks are displayed in more detail (Hamilton, 2004). Besides, for this project, the stakeholders will actually deliver the project. The final step of developing the project management process is a continual reappraisal of the way in which tasks are planned for and implemented; this is an ongoing process that begins once the first task is underway.

Assumptions

In this project management plan, there are certain choices that had to be made regarding the parameters to which this project subject. These include the assumption that the general working hours are; weekdays from 8am till 12pm and 1pm till 5pm while weekends are free days to the workers. The calculations are based on an 8-hour day and 40-hour week and the only exception to this is the first day of the project, which is Saturday 2 February 2013 (Lock, 2007). In addition, each worker will only work up to a maximum of 8 hours per day and the activity durations are presumed to be correct, although extra flexibility has been built into the plan to mitigate any time problems. Finally, the resource costs are known and have been calculated in the project costing table, however, the fixed costs are not known and so have been estimated; any slight changes in the fixed costs will affect the total project cost.

Project Objectives

This project management plan aims at creating a fully operational 5-star restaurant as part of George Wright's business that will be prepared to receive guests for a Grand Opening day.

Tasks

In order to achieve the project's objectives the following tasks must be achieved. The tasks have been grouped into the following summary tasks; building work, interior design, new staff, food, preparation for grand opening.

Action Plan

The Critical Path Method (CPM) is a way of creating a logical sequence of the work tasks and activities that are described above. The Gantt chart highlighted in the paper clearly presents the tasks necessary to complete the project showing how the tasks are linked to and flow from each other.

Definition

The following are definitions of terms, abbreviations and acronyms used in this document.

Term

Definition

CIO

Chief Information Officer

DoIT

Division of Information Technology

Staffing Plan

The purpose of the staffing plan is to make certain the project has sufficient staff with the right skills and experience to ensure a successful project completion.

Role Requirements

The following is a detailed breakdown of the roles required to execute the project. The requirements include the project role, the project responsibility of the role, skills required, number of staff required in completing the roles, the estimated start date and the expected duration the staff resource will be needed on the project.

Project Team

Project Manager

Lead team, report status

Project Management

1

7/2/13

6 months

Core Team

Review deliverables, assure quality

Project Management

4

9/2/13

4 months

Content Developer

Create framework content

Research and web writing skills

1

9/2/13

4 months

Web Designer

Design web-based performance mgmt. tool

Web design, web writing skills

1

10/2/13

3 months

Web Developer

Build the web-based performance management tool

Web development

1

11/2/13

2 months

Review Team

Evaluate deliverables, promote use

Project Management experience

20

11/2/13

2 months

Staff Assigned to Roles

The following is a detailed breakdown of the actual staff assigned to the project role, the amount of Full Time Equivalent (FTE) requested for the role, the actual FTE acquired and the labor rate as well as the unit of the labor rate for the resource and the source from which the resource is recruited.

Project Team

Project Manager

Name1 - Project Manager

1.00

1.00

$85

hour

DoIT - Systems Engineering Operations

Core Team

Name4

.10

.10

$70

hour

DoIT- Network Services

Name5

.10

.10

$70

hour

DoIT -- Enterprise Internet Services

Name6

.10

.10

$70

hour

DoIT -- Data Resource Management Technologies

Content Developer

Name6

.90

.90

$70

hour

DoIT -- Data Resource Management Technologies

Web Designer

Name7

.05

.05

$75

hour

Academic Technology Solutions

Web Developer

(Tbd.)

.05

.00

$65

hour

Academic Technology Solutions

Review Team

(20 reviewers)

Various Project Managers

.10

.10

$70

hour

See Appendix A for detail list

Total

2.40

2.35

Staff Resource Loading Chart

The following includes the estimated effort in Full Time Equivalent (FTE) days required by month for each staff resource assigned to the project.

FY05-06 FTE in Days

Role

Number of Staff Required

July

Aug

Sept

Oct

Nov

Dec

Total

Project Manager

1

15.00

15.00

15.00

15.00

15.00

15.00

90.00

Core Team Members

4

4.50

4.50

4.50

4.50

18.00

Content Developer

1

13.50

13.50

13.50

13.50

54.00

Web Designer

1

3.50

1.50

1.50

6.50

Web Developer

1

5.00

5.00

10.00

Review Team

20

10.00

10.00

20.00

Total

15.00

15.00

33.00

36.50

49.50

49.50

Training Needs

The following are the detailed training needs to bring staff to a level of skill required for project execution.

Role/Staff Resource

Training Need

Timeframe Needed

Anticipated Cost

Suggested Vendor/Method

Content Developer -- Name6

Writing For Web

By 10/1/05

$2,000

Vendor - Information Mapping

Project Organization Chart

The project organization chart is a graphical picture of the organization and reporting relationships of the project.

DoIT Management

DoIT

CIO Office

Stakeholder

Round Table

Stakeholder

Operations Directors

Project Sponsor

Name2 - Project Sponsor

Stakeholder

Tech Directors

Project

M

anager

Name1 - Project Manager

Stakeholder

MTeam

Project Team

Various DoIT Departments

Reviewers

See appendix for full list

Network Services

Core Team

Name4

Academic Technology Solutions

Web Designer

Name7

System Engineering and Operations

Core Team

Content Developer

Name6

Enterprise

Internet Services

Core Team

Name5

Academic Technology Solutions

Web

Developer

tbd

Project Schedule

This section includes a Gantt chart and a project schedule for the project.

Gantt chart

The Gantt chart graphically represents a project by showing each task as a horizontal bar whose length is the time needed to complete the task.

Project Management Improvement Project -- Phase 1

2013

2014

June

July

August

Sept

Oct

Nov

Dec

Jan

1

Initiate Project

1.1

Develop Project Charter

2

Plan the Project

2.1

Develop Work Plan

2.2

Develop Project Control Plan

2.3

Finalize Project Plan and Gain Approvals

3

Execute and Control

3.1

Design Framework

3.2

Build the Framework

3.3

Test the Framework

3.4

Implement Framework

4

Close the Project

Project Schedule

The project schedule includes milestones, task dependencies, task duration, delivery dates, and staff resources assigned to complete the tasks.

Project Management Improvement Project -- Phase 1

Effort Estimate in Days

Planned Start Date

Planned End Date

Resource

1

Initiate Project

1.1

Develop Project Charter

1.1.1

Define Scope

4.00

06/01/05

06/08/05

Name1 - Project Manager, Core Team

1.1.2

Define Requirements

3.00

06/09/05

06/15/05

Name1 - Project Manager, Core Team

1.1.3

Identify High-Level Roles

0.25

06/16/05

06/17/05

Name1 - Project Manager

1.1.4

Develop High-Level Budget

1.00

06/16/05

06/20/05

Name1 - Project Manager

1.1.5

Identify High-Level Control Strategies

0.50

06/21/05

06/21/05

Name1 - Project Manager

1.1.6

Finalize Charter and Gain Approvals

2.00

06/21/05

06/30/05

Name1 - Project Manager

1.1.6.1

Consolidate and Publish Project Charter

1.00

06/21/05

06/23/05

Name1 - Project Manager

1.1.6.2

Hold Review Meeting

0.50

06/24/05

06/24/05

Name1 - Project Manager

1.1.6.3

Revise Project charter

0.50

06/27/05

06/28/05

Name1 - Project Manager

1.1.6.4

Gain approvals

0.50

06/29/05

06/30/05

Name1 - Project Manager

2

Plan Project

2.1

Develop Work Plan

2.1.1

Develop Work Breakdown Structure

2.00

07/01/05

07/06/05

Name1 - Project Manager

2.1.2

Develop Project Staffing Plan

2.00

07/07/05

07/11/05

Name1 - Project Manager

2.1.3

Develop Project Schedule

3.00

07/12/05

07/14/05

Name1 - Project Manager

2.1.4

Develop Project Budget

3.00

07/15/05

07/20/05

Name1 - Project Manager

2.2

Develop Project Control Plan

2.2.1

Develop Communication Plan

1.50

07/15/05

07/17/05

Name1 - Project Manager

2.2.2

Develop Quality Management Plan

1.50

07/17/05

07/21/05

Name1 - Project Manager

2.3

Finalize Project Plan and Gain Approvals

5.00

07/22/05

07/29/05

Name1 - Project Manager

3

Execute and Control Project

3.1

Design Framework

3.1.1

Define framework stages and activities

5.00

08/01/05

08/15/05

Name1 - Project Manager, core team

3.1.2

Design framework content formats

1.00

08/16/05

08/18/05

Name7, Name6

3.1.3

Design web framework delivery tool

2.00

08/19/05

08/31/05

Name7

3.2

Build the Framework

3.2.1

Write the framework content

65.00

09/01/05

10/31/05

Name6

3.2.2

Review framework content for quality

12.00

09/15/05

10/21/05

Name1 - Project Manager, core team, review team

3.2.3

Build web tool prototype

20.00

08/19/05

08/31/05

Name7, web developer

3.3

Test the Framework

3.3.1

Test usability of web tool

4.00

09/19/05

11/25/05

core team, review team

3.3.2

Test usability of content

4.00

10/19/05

11/25/05

core team, review team

3.3.3

Adjust framework based on user feedback

5.00

11/18/05

11/30/05

Name6, Name7

3.4

Implement Framework

3.4.1

Move framework to production environment

5.00

12/01/05

12/16/05

Name1 - Project Manager

3.4.2

Announce availability of framework

0.50

12/19/05

12/30/05

Name1 - Project Manager

4

Close the Project

4.1

Conduct Post-Project Review

5.00

01/03/06

01/10/06

Name1 - Project Manager, core team, review team

4.2

Celebrate

0.50

01/13/05

01/13/05

Name1 - Project Manager, core team, review team

Project Budget

The project budget describes cost and budget needed to complete the project tasks (Schwalbe, 2010). It may include cost and budget for ongoing support after project completion.

Budget during the life of the Project

The budget below provides the detail estimates for labor, material and other items for the duration of the project.

Line Item

FY05-06

FY06-07

Labor

Material

Other

FY Total

Labor

Material

Other

FY Total

Phase I

1. Initiate Project

1.1 Develop Project Charter

$8,600

$0

$8,600

$0

$0

$0

$0

2. Plan the Project

2.1 Develop Work Plan

2.2 Develop Project Control Plan

$15,000

$0

$15,000

2,000

$0

$0

$2,000

2.3 Finalize Project Plan

$5,000

0

$5,000

$0

$0

$0

$0

3. Execute and Control Project

3.1 Design Framework

$5,000

$0

$5,000

3.2 Build Framework

$65,000

$0

$2,000

$67,000

20,000

$0

$0

$20,000

3.3 Test the Framework

$30,000

$0

$0

$30,000

10,000

$0

$0

$10,000

3.4 Implement the Framework

$0

$0

$0

$0

$4,500

$0

$0

$4,500

4. Close the Project

$0

$0

$0

$0

$5,000

$0

$0

$5,000

Total

$128,600

$0

$2,000

$130,600

$41,500

$0

$0

$41,500

Total Project Budget $172,100

Comments: "Other" is the budget estimate for a training class; (Effective Writing for the Web)

On-going Support Budget after Project Completion

The on-going support budget is the detail estimates for on-going support after project completion.

Line Item

FY05-06

FY06-07

Total Budget

Support Labor

$5,000

$5,000

$10,000

Total Two-Year Support Budget

$5,000

$5,000

$10,000

Comments: Support Labor includes an estimate for minimal support provided for case escalation from Help Desk assistance to users of the Project Management Advisor web site and an estimate for a staff resource to make small updates or corrections if problems are found.

Project Control Plans

Project Control Plans provide the basis to control and monitor the progress of the project. The communication plan defines the information needs of the project stakeholders and the project team by documenting what, when, where, and how information will be distributed (Kemp, 2004). The quality management plan provides a plan that defines the quality control and quality assurance activities to be performed during the course of the project and the resources responsible for project quality control and quality assurance activities. In addition, change management plan provides a platform that helps control the effect of changes during the execution and control stage, thereby avoiding overruns in cost and schedule, incoherent scope, poor quality among others. Issue management plan unveils a plan that brings visibility to issues, accountability as to how issues are acted upon and helps ensure issues are resolved effectively and in a timely manner (Kendrick, 2010). Finally, the risk management plan is essential since it provides a way that brings about satisfactory project results by identifying project risks and factors that may cause each risk to be realized, specifying a process to follow during the execution and control stage for detecting the occurrence of these factors, and specifying a process for responding to the resulting realized risks.

Risk Management Plan

According to the PRINCE 2 Method, risk management ascertains that risks should be considered and modifications made to a particular course of action in order to remove or lessen the impact of those risks. There are three risk management levels; risk identification, risk analysis and mitigation.

Risk Identification

The identification of the risks to this project is presented in the table below which states for each risk the likelihood that it will occur and the range of possible outcomes. Outlined below is the risk register.

Risk

Likelihood of Occurrence

Possible Outcomes

Building alterations take longer than expected

High

As no other work can proceed until alterations are completed this will cause significant delays

Completing the market research takes longer than anticipated and/or does not cover sufficient ground to inform later decisions

Medium

Could delay or affect quality of many decisions and delay associated tasks

Order of kitchen equipment is delayed

Medium (although hard to define as it is dependent on an external source)

Installation of the equipment will be delayed - then affect testing of the menu items and training of new staff

One or more new staff not available on training days

Medium

Training sessions rescheduled to allow all new recruits to receive training

Food items chosen for the menu are not of an acceptable standard

Medium

'Create Menus' task must be revisited to revise the menus in order that the food is suitable

Risk Analysis

The risks shown above have the following factors in common; they have long or uncertain durations and external dependencies. For example, the building alteration work has the longest duration of any task in the project and is therefore seems the most likely to overrun. The ordering of kitchen equipment being delayed is an example of a task that has external dependency; no one involved in the project can have any direct influence on how quickly the equipment is delivered (Morris, 2008). As well as the kitchen equipment, various other items will be ordered from organizations outside the scope of the project's resources, namely the dining furniture, tableware and flowers for the table displays.

Risk Mitigation

The Risk mitigation plan is used to alleviate the risks identified above; its aim is to reduce uncertainty and to make the team as self-sufficient as possible in order to overcome any negative external factors. The tasks have been distributed amongst the stakeholders in such as the way as to ensure no one is overburdened with tasks at any one time and is therefore more able to perform to the best of their abilities.

The Grand Opening day of 12 December has been deliberately set just over a week after the final tasks are due to be carried out. This is to help ensure that any previous delays do not impose upon the all-important Grand Opening. However, if when the time comes to contact the press and design the invitations (where the date of the opening day will be declared) the project is on schedule, the Grand Opening day may be brought forward if desired. Encourage the team that change is likely due to likely changing external demands and the knock-on effect of the subsequent changing task schedule. The advantage of this is that long-term learning can come from recognizing and engaging with this process.

In addition, it has been assumed that no one will work at the weekends, except for the very first day. If delays occur however, the weekends can be used to carry out more work although this would have two effects: the cost implication of overtime pay; and that each stakeholder will be under greater pressure leading to the increased likelihood of errors. Working 8-hour days only at weekends may seem a very conservative estimate of time allocation however this is a deliberate choice to allow leeway for if delays occur.

In addition, tasks of longer duration should be closely monitored to try and foresee problems before they occur. By looking into the short-term future the probability of successful completion can be ascertained more easily and preventative steps taken. Checklists are a useful way of ensuring nothing important is forgotten. Finally, ordering of kitchen equipment has been set back as early as possible to allow for a possible delay with supply of the equipment.