Arrow Consulting PMP

December 10, 2013 Project Management Plan Page 1
Arrow Consulting
Project Management Plan
Version 3.0
December 10, 2013
Presented by:
Kirsten Rivera, Project Manager

December 10, 2013 Assumption and Constraint Log Page 2
ASSUMPTION AND CONSTRAINT LOG
Project Title: New Kitchen Heaven Retail Store Date Prepared:12/10/2013
ID Category Assumption/Constraint
Responsible
Party
Due Date
Actions Status Comments
01 Planning Only 24 construction workers are
necessary
Project
Manager
N/A Closed
02 Executing Build phase includes cleaning the
facility after construction is complete
Project
Manager
N/A Open
03 Planning Construction workers are paid wages
based on average salary of
construction workers in Colorado
Springs according to indeed.com
Dirk Perrier N/A Closed
04 Planning Grand opening prep includes training
and setting up materials
Jill
Overstreet
N/A Open
05 Planning Materials will be ordered or
purchased at local hardware store as
needed. For example, paint it not
needed initially and so it will be
purchased when necessary.
Construction
workers
N/A Pending
07 Planning/
Executing
A store build-out usually takes 120
days.
Everyone
Involved
Jan. 15 Open
08 Executing
Completion date: Feb 1
Everyone
involved in
project
Feb. 1 Closed

09 Executing Jill Overstreet will help with the initial
store stocking.
Jill
Overstreet
N/A Pending
10 Planning Retail product line will be delivered
two weeks prior to grand opening
The retail product line must be
displayed throughout the store in a
way that is easy for customers to find
what they want and consistent with
other stores in the country
Marketing
Department
Jan. 18 Pending
11 Executing Jake Peterson will provide supplies
for the stores that aren’t retail
products, such as store furnishings,
shelving, and so on, and can help
with store build-out as well.
Jake
Peterson
N/A Open
12 Planning/
Executing
The budget for the project will be
between $1.5 and $2 million.
Project
Manager
Feb. 1 Closed
13 Planning/
Executing
Procurement of TI connection takes
30-45 days and will have on going
costs of $3,000 per month
IT Manager:
Ricardo
Jan. 21 Pending
14 Planning/
Executing
Running Ethernet cable throughout
the building will take 16 hours at
$100 per hour
IT Manager:
Ricardo
Sept. 18 Closed
15 Planning/
Executing
Purchasing router, switch, server,
and rack will cost $17,000
IT Manager:
Ricardo
Pending
16 Planning/
Executing
Installing router and testing
connection will take 8 hours and cost
$78 per hour
IT Manager:
Ricardo
Pending

17 Planning/
Executing
Installing switch will take two hours
and cost $78 per hour
IT Manager:
Ricardo
Pending
18 Planning/Executing Installing server and testing it will
take six hours at $84 per hour
IT Manager:
Ricardo
Pending
19 Planning/Executing Web team will add new store location
and phone number to lookup function
on the internet site which will take
two hours and cost $96 per hour
IT Manager:
Ricardo
Pending
20 Planning/Executing Interviews for store positions will take
place before the 22nd when shelves
need to be stocked
Jill
Overstreet
Jan. 16-19 Open

December 10, 2013 Inter Requirements Traceability Matrix Page 5
INTER-REQUIREMENTS TRACEABILITY MATRIX
ID
Business
Requirement Priority Source ID Technical Requirement Priority Source
KHCS-1001
Cable Vendor High
WBS
KHCS-
10011
Electrical lines run and dry-wall work in
progress High WBS
KHCS-1002 TI Connection High WBS
KHCS-
10012 Build-Out Complete High WBS
KHCS-1003 Build-Out Begins High WBS
KHCS-
10013 Install and Test Hardware High WBS
KHCS-1004 Sign Lease High WBS
KHCS-
10016 Order Retail Products High
Activity
List
KHCS-1005 Signed Contract High WBS
KHCS-
10017 Hire Retail Products and Stock Shelves High
Activity
List
KHCS-1006 Ethernet Cable Run High
Activity
List
KHCS-
10018 Build-out behind Schedule High
Activity
List
KHCS-1007 Build-Out Started High
Activity
List
KHCS-
10019 Store Installation not completed High WBS
KHCS-1008
Build-Out Work In
Progress High
Activity
List
KHCS-
10020 Store Opening High
Activity
List
KHCS-
10021 Cabling Work Check High
Activity
List KHCS-1023 Store Shelf Installation High
Activity
List
KHCS-
10022 Build-Out Work Check High
Activity
List KHCS-1024 Order Retail Products High
Activity
List

December 10, 2013 Statement of Work Page 6
MILESTONE LIST
Project
Title:
50th Kitchen Heaven Store in Colorado Springs & Grand-
Opening Celebration
Date
Prepared: 12/10/2013
Milestone Milestone Description Type
Hold stakeholder meeting Project charter kickoff meeting Project management
Identify property for store Find appropriate Colorado
Springs property for store
Property
Kickoff meeting held with key
project team members
Marking project planning stage
completion, and start of
executing stage
Project management
Sign procurement documents Product
Sign lease Property
Gomez contract signed Staffing
Ethernet cable run Construction
Purchase router, switch,
server, and rack
For equipment room and four
POS terminals
Construction
Install switch Construction
T1 cabling installed Construction
Build-out started Construction
Hardware installed and tested Dependent on T1 connection Construction
Independent inspection Contracted independent
inspector performs inspection
prior to city and county
inspections
Construction
Personnel hired Staff hired for new store Staffing

Receive shipments of
products
Have all products needed in
stock for grand opening
shipped to store
Product
Shelves stocked Products are stocked on
shelves in store
Product
Build-out finished Construction
Add new store location and
phone number to website
Added to the lookup function Marketing
Hold grand opening
celebration
50th store opening celebration
for community, including chef
demonstrations
Marketing
Hand off ongoing operations Jill Overstreet’s team will
oversee ongoing operations
Project management

STATEMENT OF WORK
Time and Materials
Client’s name Kitchen Heaven
Client’s administrator Dirk Perrier, VP of Marketing
Project name 50th Kitchen Heaven Store in Colorado Springs & Grand-
Opening Celebration
Engagement duration 6 months
Begin date August 1, 2013
End date February 1, 2013
Schedule of rates
Item description Delivery schedule
(Business days)
Cost
(estimate)
Labor Payroll every 14 days (8.57
pay periods for 120 day
project)
$15.00/hour, per person
$1,200.00/pay period, per
person
$10,284.00/per person for
120 day project
$246,816.00 for 24-man
construction crew
Materials Pay as you go $200.00/sq. ft.
$500,000.00 for 2,500 sq. ft.
retail space
Furnishings/Shelving $100,000 approx. budget
Inventory Stock
Contractor Payroll every 14 days (8.57
pay periods for 120 day
project)
Upfront fees paid immediately
$45.00/hour
$3,600.00/pay period
$30,852.00 for 120-day
build project
Lease, Monthly Rent Approx. every 30 days,
beginning when lease is
signed (around one month
into project)
$13.00/sq. ft. per year
$2,708/month rent
$13,540.00 for 5 months of
the project
Festivities Costs

Payment terms
Phase Completion date Payments due
Administrative/Planning Feb. 1, 2013 Consulting fees paid bi-
monthly, beginning with pay
period for August 1-15
Build Jan. 1, 2013 Payment 1: Sept. 1, 2013
Furnishing/Stocking Jan. 31, 2013 Payments made as needed,
made from and recorded in
facilities and retail products
budgets
Grand Opening Prep and
Execution
Feb. 1, 2013 Payments made as needed,
made from and recorded in
marketing budget

Statementof Work
Assumptions
● Only 24 Construction workers are necessary
● Construction workers are paid wages based on average salary of construction
workers in Colorado Springs according to indeed.com.
● Build phase includes cleaning the facility after construction is complete
● Furnishing/Stocking includes shelving, seating, setting up cash registers,
gathering materials to run store (for example, shopping carts), and stocking the
shelves with product and setting up displays.
● Grand Opening Prep includes training and setting up materials.
● Materials will be ordered or purchased at local hardware stores as needed. For
example, paint is not needed initially and so it will be purchased when necessary.
Change management process
Any major change to the scope will need to be verified by all of the stakeholders to make
sure that it is approved. The project manager first will decide if they think the change is
necessary and they will then approach all stakeholders and make sure they approve the
change. If there is just a scope revision it will be brought to the attention of the project sponsor
for refinement first, and then considered for approval by the stakeholders. Scope changes will
be anticipated and budgeted for accordingly.
Engagement related expenses
All expenses incurred as a cost of doing business for the project will be received, and
reviewed by the Project Manager before being passed to the sponsor for approval. The sponsor
is responsible for all expenses identified in the budget.
Professional services agreement
Once the project is complete, there will be a two month transitional phase in which the
project manager will help with any upgrades or maintenance. After this two month phase the
building will be under full ownership and responsibility of Kitchen Heaven.

Acceptance and authorization
The terms and conditions of the Professional Services Agreement apply in full to the services
and products provided under this Statement of Work.
IN WITNESS WHEREOF, the parties hereto each acting with proper authority have executed this
Statement of Work, under seal.
Dick Perrier_______________________________ Kirsten Rivera___________________________
Full Name Full name
VP of Marketing, Kitchen Heaven_______________ Project Manager, Arrow Consulting__________
Title Title
__________________________________________ ______________________________________
Signature Signature
August 1, 2013______________________________ August 1, 2013_________________________
Date Date

December 10, 2013 Project Charter Page 12
PROJECT CHARTER
Project Title: 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration
Project Sponsor: Dirk Perrier Date Prepared:August 1st, 2013
Project Manager:Kirsten Rivera, Arrow Consulting Projected Customer: Kitchen Heaven
Project Purpose or Justification:
Purpose: To open a new store in Colorado Springs on February 1, 2013.
Justification: Company data concludes that the Kitchen Heaven consumers have incomes of
more than $150,000 a year. The Colorado Springs area is home to a large number of people
with that income. Currently, there is no Kitchen Heaven in the area, but there appears to be a
demand for one. Additionally, sales are up, and Kitchen Heaven’s new line of ceramic
cookware is selling well, which indicates that Kitchen Heaven is in a good financial position to
open a new store.
Project Description:
The 50th Kitchen Heaven store, located in Colorado Springs, will open February 1 with a
grand-opening celebration. The project will involve: procuring the property, negotiating the
lease, procuring the shelving and associated store furnishings, getting a contractor on the job,
and preparing the 50th store festivities in collaboration with the marketing department.
High-Level Requirements:
- Property will be located in Colorado Springs, in an affluent area
- The new store should occupy from 1,500 to 2,500 square feet of retail space
- Use local contractors for the build-out
- Store will carry full line of products from utensils to gourmet food items
- Grand opening celebration for 50th store opening
- Store is open in time for the Garden and Home Show conference in Colorado Springs, in
early February
- Offer new line of gourmet food products
- Have classroom space in back of store for cooking demos and classes

High-Level Risks:
- Project management risks (improper schedule and resource planning, poor project planning,
and improper or poor project management disciplines or methodologies)
- Technical, quality, and performance risks (unproven technology, complex technology,
changes to technology anticipated during the course of the project, and unrealistic
performance goals)
- Organizational risks (resource conflicts because of multiple projects occurring at the same
time in the organization; scope, time, and cost objectives that are unrealistic given the
organization’s resources or structure; and lack of funding for the project or diverting funds
from this project to other projects)
- External risks (new laws or regulations, labor issues, weather, changes in ownership, and
catastrophic risks)
- Market competition
- IT risks (TI line availability and installation, contractor availability for Ethernet installation,
POS and server hardware availability)
- Facilities risks (desirable location in the right price range, contractor availability for build-out,
availability of fixtures and shelving)
- Retail risks (product availability, shipment dates for product)

PROJECT CHARTER
Project Objectives Success Criteria Person Approving
Scope:
New Kitchen Heaven store in
Colorado Springs
Opens on-time, at/under
budget
Dirk Perrier
Time:
Six months to completion Completion date: Feb. 1 Dirk Perrier
Cost:
$2 million Project cost </= $2 million Dirk Perrier
Summary Milestones Due Date
Procure property August 14
Negotiate lease August 14
Procure shelving and store
furnishings
January 16
Run Ethernet cabling at property September 20
Finish build-out January 16
Hire personnel February 1
Stock shelves February 1
Prepare grand-opening celebration February 1

PROJECT CHARTER
Estimated Budget:
$2 million
Stakeholder(s) Role
Dirk Perrier VP of Marketing, Project Sponsor
Jake Peterson Facilities
Jill Overstreet Director of Retail Products, Ongoing
Operations
Ricardo Stakeholder
Gomez Construction Build-out contractor
Arrow Consulting Project Consultants
Colorado Springs community members New store audience
Kitchen Heaven Marketing Department Grand Opening Celebration planners
Project Manager Authority Level - Medium
Staffing Decisions:
- Jill Overstreet will help with the initial store stocking
- Jake Peterson will provide supplies for the stores that aren’t retail products, such as store
furnishings, shelving, and so on, and can help with the store build-out as well
- Ricardo will serve as lead for IT and build-out processes and management
- Gomez Construction will oversee the build-out
- The Kitchen Heaven Marketing Department will plan the Grand Opening Celebration for the
50th
store

PROJECT CHARTER
Budget Management and Variance:
Activity cost estimates were created, including basis of estimates, using the following:
- Parametric estimates (Ricardo)
- Analogous and parametric estimates (Jake)
- Reserve analysis including contingencies for unplanned changes in involving vendor
deliveries (Jill)
- Assumptions made about vendor deliveries and availability of the T1 and assumptions
made regarding when lease payments begin
- The range of possible estimates is stated as plus or minus 10 percent
Since the project occurs fairly quickly, only two funding requirement periods are needed
Technical Decisions:
Key stakeholders will be responsible for monitoring and controlling the technical aspects of
their respective expertise – for example, the Director of Retail Products will ensure that
incoming products are up to specification, and will handle any concerns of unacceptable
quality.
Conflict Resolution:
Conflicts should be brought to the attention of the Project Manager first, who will either
escalate the issue up to the appropriate level (applicable stakeholder or Project Sponsor), or
will address and work through the issue with the person(s) bringing it forth.
Approvals:
_________________________________ _________________________________
Project Manager Signature Sponsor or Originator Signature
Kirsten Rivera______________________ Dirk Perrier________________________
Project Manager Name Sponsor or Originator Signature
August 1, 2013 _____________________ August 1, 2013_____________________
Date Date

December 10, 2013 Change Management Plan Page 17
CHANGE MANAGEMENT PLAN
Project Title: New Kitchen Heaven Retail Store Date Prepared: 12/10/2013
Change Management Approach:
Changes involved in the project scope, schedule, or baseline will be documented in order to
maintain accurate and reliable performance measurement baselines. All processes impacted as a
result of changing project variables will mean revisiting Planning and Executing processes as
needed, as well as updating the project scope to reflect these changes.
Definitions of Change:
Schedule change:
A schedule change is usually the result of a revision to the project scope, activity estimations, or an
update in the project baseline. A delay in the schedule can significantly impact the project
outcome if there is little variance/float in the schedule. In fact, it can even change the critical path.
Budget change:
A budget change may result from incorrect estimating techniques, predetermined budgets that had
little flexibility, schedule changes (such as crashing), changes in suppliers, failure to provide
procedures to review and revisit cost estimates made during the planning phase of the project, etc.
Scope change:
A scope change requires changes to the project scope as defined by the WBS. Depending on the
nature of the scope change, there may need to be updates to a variety of documents such as,
project objectives, costs, quality measurement controls, performance measurements baselines, or
even schedule revisions. In the event in which a scope change is not documented properly, the
project requirements may not align with the desired deliverables.
Project document changes:
Project document changes may occur throughout the project. It is important that all the
stakeholders are aware of such changes and that the project manager is informed and required to
sign off on them. For a change to occur, it must first pass through the change control board who
meet periodically. Requests for change are always submitted in writing and are detailed to prevent
confusion. Documentation will be submitted in a change request form and then processed by the
Change Control Board (CCB). The CCB will then track, approve, or deny proposed changes.

December 10, 2013 Change Management Plan Page 18
CHANGE MANAGEMENT PLAN
Change Control Board:
Name Role Responsibility Authority
Dirk Project Sponsor Attend CCB
meetings
Provides input and asks
questions regarding
proposed changes.
Main Character Project Manager Determine impacts Makes final decision on the
approval process by
signing off on the change
request.
Change Control Process:
Change
request
submittal
October 8th: (APPROVED) Jill submitted a change request regarding the costs
associated with the purchasing of retail products from the new gourmet supplier, as their
prices are higher than the original vendor. This affects the project budget, but not by too
much.
October 13th: (APPROVED) Ricardo submitted a change request regarding the
purchase of an upgraded version of the company’s current operating system. Ricardo is
in charge of upgrading the company’s operating systems in all the stores. Buying the
new hardware with the upgraded operating system preinstalled would save time and
energy for his future project.
Change
request
tracking
Gomez - T1 connection issues because the phone company is not returning calls about
hardware
Change
request
review
October 13th: Ricardo’s new operating system questions were answered and approved.
Chapter 10: Jill’s cost change request has been approved because her first contracted
vendor went out of business, the second vendor failed to meet quality control standards,
and her current vendor charges higher retail prices for their gourmet cookware. This
change approval doesn’t significantly impact the project budget, but will still require
revisions in the cost/budget related documents.
Change
request
disposition
Chapter 10: Ricardo’s change request was submitted in writing through the change
control system.
Chapter 10: Jill’s change request was submitted through a cost change request to the
CCB

December 10, 2013 Communications Management Plan Page 19
COMMUNICATIONS MANAGEMENT PLAN
Project Title: New Kitchen Heaven Retail Store Date Prepared: October 27, 2013
Stakeholder Information Method Timing or Frequency Sender
Dirk Perrier (555) 456-7654
d.perrier@gmail.com
Email, Phone,&
Meetings
Weekly & as important
updates or changes occur
Project Manager
Jake Peterson (555) 324-5644
Peterson@gmail.com
Email,Phone,&
Meetings
Project Manager
Jill Overstreet (555) 385-4677
jillover@gmail.com
Email,Phone,&
Meetings
Project Manager
Jill Overstreet's Group Same as above Email & Phone Weekly & as important
Project Manager
Leasing Agent (555) 853-4575 Email & Phone When necessary Jake Peterson
Marketing Department (555) 456-7654
d.perrier@gmail.com
Email & Meetings Initial meeting with weekly
correspondences following
Dirk Perrier
Colorado Springs Community N/A Through
marketing
N/A Marketing department
Garden and Home show conference attendees N/A Through garden
and home show
N/A Jill Overstreet
Famous chefs whose cookware will be featured in
store
TBD Email Notifications Jill Overstreet
Grand opening caterers (555) 505-6575 Phone Weekly & daily the week
prior to the event
Jill Overstreet
Local chefs featured at grand opening (555) 366-4575 Email and Phone A few reminders leading up
to event
Jill Overstreet

December 10, 2013 Communications Management Plan Page 20
Assumptions Constraints
Only 24 construction workers are necessary
payroll every 14 days (8.57 pay periods for 120 day project)
$1,200.00/pay period, per person
$10,284.00/per person for 120 day project
$246,816.00 for 24-man construction crew
Construction workers are paid wages based on average
salary of construction workers in Colorado Springs
according to indeed.com
Wages could potentially increase
Build phase includes cleaning the facility after
construction is complete
Build phase may take longer due to this and could hold up other aspects.
Furnishing/Stocking includes shelving, seating, setting up
cash registers, gathering materials to run store (for
example shopping carts), and stocking the shelves with
product and setting up displays
The storefront look must be consistent with all of the other 49 stores throughout the country.
This will need to be approved and signed off by someone in the Marketing department.
Grand opening prep includes training and setting up
materials
The building and everything must be complete for this step to happen.
Materials will be ordered or purchased at local hardware
store as needed. For example, paint it not needed initially
and so it will be purchased when necessary.
Materials may end up costing more by using this method.
A store build-out usually takes 120 days. Completion date: February 1st
Jill Overstreet will help with the initial store stocking.
Retail product line will be delivered two weeks prior to grand opening
The retail product line must be displayed throughout the store in a way that is easy for
customers to find what they want and consistent with other stores in the country
Jake Peterson will provide supplies for the stores that
aren’t retail products, such as store furnishings, shelving,
and so on, and can help with store build-out as well.
Retail product line will be delivered two weeks prior to grand opening
The retail product line must be displayed throughout the store in a way that is easy for
customers to find what they want and consistent with other stores in the country
The budget for the project will be between $1.5 and $2
million.
Things may end up costing more than expected.
Glossary of Terms or Acronyms
TBD: To Be Determined
N/A: Not Applicable

December 10, 2013 Cost Management Plan Page 21
COST MANAGEMENT PLAN
Level of Accuracy: Units of Measure: Control Thresholds:
Round costs to Hundreds,
plus or minus 10%
Hours
Dollars
Plus or minus 10%
Rules of Performance Measurement:
Parametric and analogous estimating techniques will be used. Reserve analysis will be used
to include contingencies for unplanned changes involving vendor deliveries. Budget will be
determined using cost aggregation.
Cost Reporting and Format:
A cost report will be produced twice throughout this project in a written format. One report at
the half and the other one at the end of the project.
Process Management:
Estimating costs Labor: $246,800; Materials: $500,000; Furnishing: $100,000;
Contractor: $30,800; Lease, Monthly Rent: $13,540 for 5
months
Activity 1: $3000 per month; Activity 2: $1600; Activity 3:
$17,000; Activity 4: $624; Activity 5: $156; Activity 6: $504;
Activity 7: $192
Developing the budget Aggregate activity costs: $23,076
Total costs (including labor, materials, rent, etc): $914,216
Updating, monitoring and
controlling
Every month

December 10, 2013 Bottom-Up Cost Estimating Page 22
BOTTOM-UP COST ESTIMATING WORKSHEET
WBS
ID
Labor
Hours
Labor Rates Total Labor Material/Supplies Equipment Indirect
Costs
Reserve Estimate
1.2 240.0 $12.5/hour $3000 $3000
1.3 16.0 $100/hour $1600 $1600
1.5 960.0 $15.00/hour, per person
$1,200.00/pay period, per
person
$10,284.00/per person for
120 day project
$246,816.00 for 24-man
construction crew
$246,816
2.1 Router, switch,
server, and rack
$17,000
2.2 16.0 Router install = $78/hour
Switch Install = $78
Server Install = $84
$624 for router
installation/testing
$156 for switch installation
$504 for server
$1284
2.3 2.0 $96/hour $192 $192
3.1 Retail Products $500,000
3.2 400.0 $9 per hour
for 40 hour for 10
employees
$3600 $3600
3.3 400.0 $9 per hour
for 40 hour for 10
employees
Training personnel $20
$4,400 $10,000

December 10, 2013 Activity Cost Estimates Page 23
ACTIVITY COST ESTIMATES
WBS
ID
Resource Direct Costs Indirect
Costs
Reserve Estimate Method Assumptions/
Constraints
Additional
Information
Range Confidence
Level
1.1 Leases,
contractors
Lease,
Contractors
Paperwork $2704 Expert
Judgment/Analogous
When lease
payment begins
plus or
minus
10%
High
1.2 Contractors, IT
Personnel
Procurement
costs
$3000 Expert
Judgment/Analogous
When lease
payment begins
Takes 30 to
45 days to
procure
plus or
minus
10%
High
1.3 Ethernet Cable,
Cable installers
Labor Ethernet
ports, any
specific
hardware
$1600 Parametric plus or
minus
10%
High
1.4 Contractors,
Gomez
Contractors Expert
Judgment/Analogous
plus or
minus
10%
High
1.5 Construction
workers
Labor Tools,
Snacks
$15 per hour
$246,816 total cost
Expert Judgment plus or
minus
10%
High
2.1 Management
approval to
purchase
equipment
Router, switch,
server, and rack
for the
equipment
room
$17,000 Expert Judgment plus or
minus
10%
High
2.2 Construction
workers, IT
Personnel
Labor Tools,
Snacks
$624 for router
$156 for switch
installation
$504 for server
parametric plus or
minus
10%
High
2.3 IT Personnel Labor Tools,
Snacks $192
parametric plus or
minus
10%
High

3.1 Management
approval to
purchase retail
products
Retail products $500,000 Expert Judgment plus or
minus
10%
High
3.2 Workers for the
store, need
laborers to stock
shelves
labor $9 per hour
for 40 hour for 10
employees
$3600 total cost
Expert Judgment plus or
minus
10%
High
3.3 Store
management,
HR personnel,
general store
staff
Training, labor $4,400 Expert Judgment plus or
minus
10%
High

COST ESTIMATING WORKSHEET
Project Title: New Kitchen Heaven Retail Store
Date Prepared: 12/10/2013
Parametric Estimates
WBS ID Cost Variable Cost per
Unit
Number of Units Cost
Estimate
2.1 - Procure T1 Connection Monthly
Payments
3000 1-1.5 3000-4500
2.2 - Run Ethernet Cable Throughout
Building
Hourly Wage
Rate
100 16 hours 1600
2.3 - Purchase the Equipment Purchases Variant Router, Switch, Server, Rack,
Service Terminals
17000
2.4.1 - Installations of Equipment (Router
and Test Connection
Hourly Wage
Rates
78 8 624
2.4.2 - Install Switch Hourly Wage
Rate
78 2 156
2.4.3 - Install Server and Test Hourly Wage
Rate
84 6 504
2.5 - Testing and Adding Location and
Phone to lookup function
Hourly Wage
Rate
96 2 192
Analogous Estimates
WBS
ID
Previous Activity Previous
Cost
Current Activity Multiplier Cost
Estimate
1.1 None None Procure Lease 2704
1.2 Procure Lease 2704 Procure T1 Connection 3000
1.5 Procure T1 Connection 3000 Pay Construction workers 15 per hour
246,816 total
cost
3.1 Pay construction workers 15 per hour
246,816 total
cost
Management approval for
purchasing equipment
17, 000
3.2 Management approval for
purchasing equipment
500,000 Workers for the store, need
laborers to stock shelves
$3600 total
cost
3.3 Workers for the store, need
laborers to stock shelves
$3600 total
cost
Store management, HR personnel,
general store staff
$10,000

December 10, 2013 Cost Baseline Page 26
COST BASELINE

December 10, 2013 Human Resource Management Plan Page 27
HUMAN RESOURCE MANAGEMENT PLAN
Roles, Responsibilities, and Authority
Role Responsibility Authority
1. Project Sponsor
2. Project Manager
3. Construction Manager
4. Retail Products
Manager
5. Facilities Manager
6. Marketing Team
7. IT Manager
1. Sign off on important
documents, work with project
manager
2. Coordinate project team,
manage deadlines,
communicate between all
stakeholders
3. Oversee build-out of store
4. Oversee ordering, receiving,
and stocking of products for
store
5. Oversee ordering, receiving,
and setup of store furnishings
6. Oversee planning and
execution of grand-opening
celebration
7. Oversee building, installing,
and testing of technology
1. High
2. High
3. Moderate
4. High
5. High
6. Low/Moderate
7. High

Project Organizational Structure

Staffing Management Plan
Staff Acquisition Staff Release
External resources to needed to run Ethernet
cable, procure a T1 line, and purchase routers
and switches.
Personnel to staff new store.
Local chefs for cooking demonstrations at
grand-opening celebration.
Resource Calendars
Key project staff - including Jill Overstreet, Jake Peterson, Ricardo, and Gomez Construction -
are available for substantial time commitment to this project to ensure project deadline is
achieved.
Training Requirements
Personnel hired to staff new store will need two weeks training with Jill Overstreet and team.
Rewards and Recognition
Project manager takes key project staff to lunch once per month to foster team unity and
communication.
Project manager rewards those resources occupying the roles listed at the beginning of this Plan
with $100 gift cards to [nice Colorado Springs restaurant] for holiday gift.
Upon completion of project, key project staff are awarded 20 hours PTO, to schedule at their will.
Upon completion of project, project sponsor sends company-wide email announcing success of
project, and includes his gratitude to key project staff by name.

Regulations, Standards, and Policy Compliance
- Lease terms will be negotiated with agent.
- Inspections of site will be performed by independent contractor hired by New Heaven, as well
as by city and county inspectors.
- Procurement of external resources will be under a time and materials contract.
- IT equipment specifications and gourmet product and cookware line specifications are
documented in Quality Management Plan.
Safety
Gomez construction is responsible for ensuring safety standards are upheld by and for its
contractors at all times at Kitchen Heaven’s site.

December 10, 2013 RACI Chart Page 31
RACI Definitions:
R esponsibility = person or role
responsible for ensuring that the
item is completed
A ccountable = person or role
responsible for actually doing or
completing the item
C onsulted = person or role whose
subject matter expertise is required
in order to complete the item
I nformed = person or role that
needs to be kept informed of the
status of item completion
DirkPerrier
ProjectManager
JakePeterson
JillOverstreet
RicardoRamirez
Shelly
CityInspector
IndependentInspector
CCB
INITIATE
Project Initiator R A C I I
Project Objective R A C I
Project Charter A I C C
PLANNING
Furnisih, Shelving, StoreSupplies I A R I I
Retail Products I A A R I
IT Equipment I A C I R
Store Build-Out I A R I C
Grand Opening A R I A C
IT Task Risk I R I I C
Facilities Risk I R C C I
Ratail Risk I R C C I
Project Costing I R C C C
IT Installation and Switches I A I I R
IT Testing I A I I R
Hire Store Personnel I A R R I
Human Resource Needs I A R R I
EXECUTING
Building and Cabling I A R C R
I T hardware I A A C R
Store I A R R C I
Cable Vendor I A I I R
IT Connection Status I A I I R
Sign Lease I R C C C
Intial Retail Product Calls I A C R I
Website Announcement I A C C R
Forecast I R C C C C
Project Inspection I A A A A I
Website Announcement I A C C R
Forecast I R C C C C
IT Quality control and testing I A I I R I
Store Project Quality Status I A I R I I R
MONITOR & CONTROLLING
Contract Payment I A C C C R R
Site Inspection I A A C I I
Each Project Monitoring I A R R R I
Project Updates I R A A A
IT Quality control and testing I A I I R I
Store Project Quality Status I A I R I I R
Change Request I A A A A A R
CLOSING
Project Closeout R A C R I
Porject Ends I A A R I
Final Closing R A A A A

December 10, 2013 Roles and Responsibilities Page 32
ROLES AND RESPONSIBILITIES
Resource Role Description
1. Project Sponsor: The project sponsor has the authority to assign resources and
enforce decisions regarding the project, and is a stakeholder.
2. Project Manager:The project manager is responsible for managing the project
processes and applying the tools and techniques used to carry out the project activities.
The project manager coordinates and communicates between the functional managers
and project sponsor, as well as other project stakeholders.
3. Construction Manager: The construction manager is the project vendor overseeing
the build out of the new retail store. The construction manager coordinates his team of
builders to meet contractual obligations, including completion of build out on schedule in
terms of project timeline. He also coordinates with the facilities manager and IT manager.
4. Retail Products Manager: The retail products manager is responsible for overseeing
the selection, ordering, and receiving of all retail products for the new store. She is also
involved with ensuring a smooth transition of project into her team’s operational care at
end of project.
5. Facilities Manager:The facilities manager is responsible for overseeing selection,
ordering, and receiving of all furnishings for the new store that are not retail products. He
also coordinates with the IT manager and construction manager.
6. Marketing Team: The marketing team is responsible for planning and executing the
grand-opening celebration for the new retail store.
7. IT Manager:The IT manager is responsible for overseeing the purchasing,
installation, and testing of all technical equipment for the new store. He also coordinates
with the facilities manager and construction manager.

Authority
1. Project Sponsor: The project sponsor has a high level of authority, has ultimate
decision-making power, and holds a high degree of power and influence in the project.
2. Project Manager:The project manager has a high level of authority, and is
recognized as the main contact for questions and issues related to the project. The project
manager reports to the project sponsor, and works collaboratively with the functional
managers involved in the project.
3. Construction Manager: The construction manager has moderate authority, because
he has a high level of authority over his team but low-level authority in the context of
project decision making.
4. Retail Products Manager: The retail products manager has a high level of authority,
as she is responsible for all decision making with regards to store retail products.
5. Facilities Manager:The facilities manager has a high level of authority, as he is
responsible for all decision making with regards to store furnishings.
6. Marketing Team: The marketing team has a low-to-moderate level of authority in the
context of the project, as it coordinates grand-opening celebration activities and plans with
the project manager and functional manager stakeholders.
7. IT Manager:The IT manager has a high level of authority, has he is responsible for all
decision making with regards to technology needs for the store.
Responsibility
1. Project Sponsor: The project sponsor is ultimately responsible for overseeing the
project at a high level, ensuring that the project meets deadlines, and financial and other
requirements.
2. Project Manager:The project manager is responsible for meeting stakeholder
expectations, including the expectations of the project sponsor. The project manager is
additionally responsible for managing the project team, their team of consultants, and
adhering to the PMI standards and code of ethics.
3. Construction Manager: The construction manager is responsible for communicating
with the project manager and functional managers involved in the project who are
concerned with the build out. The construction manager is responsible for the conduct of
his team.
4. Retail Products Manager: The retail products manager is responsible for ensuring
the store retail products meet stakeholder expectations.
5. Facilities Manager:The facilities manager is responsible for ensuring the store
furnishings meet stakeholder expectations.

6. Marketing Team: The marketing team is responsible for ensuring the grand-opening
celebration meets stakeholder expectations.
7. IT Manager:The IT manager is responsible for ensuring the store technology meets
stakeholder expectations.
Qualifications
1. Project Sponsor: The project sponsor’s qualifications for overseeing this project were
determined by Kitchen Heaven executive leadership.
2. Project Manager:The project manager is qualified for this project based on past project
successes from previous employment.
3. Construction Manager: The construction manager is qualified to serve on this project
because this vendor has been engaged with Kitchen Heaven on three of the last five
projects, to great success.
4. Retail Products Manager:The retail products manager is qualified to work on this
project due to her experience and her role as manager of ongoing operations for this store
once the project has been successfully completed and closed.
5. Facilities Manager:The facilities manager is qualified to work on this project due to his
successful supervision of eight previous store build outs.
6. Marketing Team: The marketing team is qualified to work on this project based on past
event coordination success for other Kitchen Heaven store openings.
7. IT Manager:The IT manager is qualified to work on this project based on past success
overseeing technical processes and needs for past store opening projects.

Requirements
1. Project Sponsor: The project sponsor is required to be accessible by the project
manager for decision making and other needs, and will communicate necessary project
information to the project manager as the need arises.
2. Project Manager:The project manager is required to document project processes and
outcomes according to agreements with project stakeholders, and is required to lead project
team, including fostering communication between project stakeholders.
3. Construction Manager: The construction manager is required to meet contractual
obligations, and to communicate issues and questions to project manager and the necessary
functional managers.
4. Retail Products Manager:The retail products manager is required to fulfill project
expectations assigned to her to the best of her abilities, and to communicate problems and
limitations to meeting these expectations to the project manager as they arise.
5. Facilities Manager:The facilities manager is required to fulfill project expectations
assigned to him to the best of his abilities, and to communicate problems and limitations to
meeting these expectations to the project manager as they arise.
6. Marketing Team: The marketing team is required to execute a grand-opening celebration
for the new retail store on Feb. 1.
7. IT Manager:The IT manager is required to fulfill project expectations assigned to him to
the best of his abilities, and to communicate problems and limitations to meeting these
expectations to the project manager as they arise.

December 10, 2013 Team Operating Agreement Page 36
TEAM OPERATING AGREEMENT
TeamValues and Principles
1. Good communications
2. Good Documentation
3. Meet deadline
4. Deliverable
5. Meet quality status
Meeting Guidelines
1. Deadline are important and should be met by everyone
2. Once a week meeting for project update and change notification
3. Extended meetings when necessary
4. Each member would give briefs on the progress and what need to be addressed
Communication Guidelines
1. Verbal and written
2. Project documentation update
3. Check regular email every for update
Decision-Making Process
Responsible parties include the Project Manager, Stakeholders and any team member who is
concerned

December 10, 2013 Team Operating Agreement Page 37
TEAM OPERATING AGREEMENT
Conflict Management Approach
Use meeting and change management as well as Alternative Conflict Resolution methods.
Signature: Date:
Dirk Perrier, project sponsor 12/10/13
Kirsten Rivera, project manager 12/10/13
Jake Peterson , construction and facilities manager 12/10/13
Jill Overstreet, retail products and marketing manager 12/10/13
Ricardo Santiago, information technology manager 12/10/13

December 10, 2013 Team Member Performance Assessment Page 38
TEAM MEMBER PERFORMANCE ASSESSMENT
Technical Performance – Ricardo Santiago
Scope
Exceeds Expectations Meets Expectations
Yes
Needs Improvement
Comments:
IT Cable Install by Ricardo’s team
Quality
Yes
Needs Improvement
Comments:
Install
Schedule
Yes
Needs Improvement
Comments:
Cable Install and Lease
Cost
Yes
Needs Improvement
Comments:
Project Cost

Interpersonal Competency
Communication
Exceeds Expectations
Yes
Meets Expectations Needs Improvement
Comments:
Project Communication
Collaboration
Yes
Comments:
Very collaborative other team members
Conflict Management
Yes
Needs Improvement
Comments:
Good at conflict resolution
Decision Making
Yes
Needs Improvement
Comments:
Firm decisions
Leadership
Yes
Comments:
Good Leadership
Strengths
Communication, documentation and project execution
Weaknesses
Negotiations and enforcing deadlines

Areas for Development
Area Approach Actions
Negotiations project Be firm Strong negotiations deals needed
Ramp-up time Improvement Negotiate better deadlines and
enforce it
Additional Comments
N/A

December 10, 2013 Process Improvement Plan Page 41
PROCESS IMPROVEMENT PLAN
Process Description
Conduct Procurements process for obtaining responses to bids and proposals from potential
vendors, selecting a vendor, and awarding the contract for the construction of Kitchen Heaven
store.
Process Boundaries
Process Starting Point
Determine store location.
Process Ending Point
Award construction contract.
Inputs
Lease
RFP
Cost Baseline
Qualified Sellers List
References
Previous Work
Outputs
Agreement
Selected Seller
Resource Calendars
Change Requests
PMP Updates
Project Document Updates
Stakeholders
Process Owner: Jake Peterson
Other Stakeholders
Dirk Perrier
Jill Overstreet
Ricardo
Bryan (Ricardo’s team lead)
Marketing Department Stakeholder

PROCESS IMPROVEMENT PLAN
Process Metrics
Metric Control Limit
1.
Estimated Time from Begin Buildout to
Complete Buildout (days)
1.
Acceptable: 120 days
Upper Control Limit: 132 days
Lower Control Limit: 108 days
2.
Contract Procurement Time, including
negotiation (days)
2.
Acceptable: 14 days
Upper Control Limit: 15.4 days
Lower Control Limit: 12.6 days
3.
Vendor Weighted Score (out of 60)
3.
Acceptable: 53
Upper Control Limit: 58.3
Lower Control Limit: 47.7
Targets for Improvement
Metric Current or
Target?
Acceptable Upper Lower
Estimated Time
from Begin
Buildout to
Complete
Buildout
Current 120 days 132 days 108 days
Estimated Time
from Begin
Buildout to
Complete
Buildout
Target 108 days 118.8 days 97.2 days
Contract
Procurement
Time, including
negotiation
Current 14 days 15.4 days 12.6 days

Contract
Procurement
Time, including
negotiation
Target 12.6 days 13.86 days 11.34 days
Vendor
Weighted Score
Current 53 58.3 47.7
Vendor
Weighted Score
Target 56 61.6 50.4
Process Improvement Approach
Current Process:
Intended Future Process:

December 10, 2013 Procurement Management Plan Page 44
PROCUREMENT MANAGEMENT PLAN
Procurement Authority
Ricardo – Drafted procurement statement of work for IT deliverables
Jill – Drafted procurement statement of work for Gourmet & Cookware lines purchases
Roles and Responsibilities:
Project Manager
1. Ricardo
2. Jill
3. Jake
4. Gomez
Procurement Department
1. IT
2. Inventories
3. Furnishings
4. Build-out
Standard Procurement Documents
1. Procurement statement of work
2. Fixed-Price Contract
3. Time and Materials Contract
4. Lease Agreement
Contract Type
Fixed-Price Contract: Purchase of routes & switches will be accomplished through fixed-price
contract
Time & Materials Contracts: Human Resources for running Ethernet cable procuring the T1 line.
Procurement Assumptions and Constraints
Assumptions: The lease will signed by the end of the week.
Constraints: The lease must be signed by the lease signing date.

December 10, 2013 Procurement Management Plan Page 45
PROCUREMENT MANAGEMENT PLAN
Integration Requirements
WBS The WBS and WBS dictionary identify the deliverables and describe the work
required for each element of the WBS. Procurement of the resources
necessary to complete these deliverables by the due date is the purpose of
this plan.
Schedule The schedule influences the procurement process and vice versa because
they are both dependent on timing. Availability of resources can significantly
impact the outcome of the project. For example, a contract being canceled or
failing to procure a seasonal product or service could cause delays later in
the project.
Documentation The documentation process involves a procurement document. The
document must (1) state the description of the work requested, (2) include
the contract SOW, and (3) an explanation of how the seller should format
their responses.
Risk The risk register is a useful tool in determining the types of goods or services
trying to be procured. Integrating risk into this process is essential to
maintaining appropriate levels of risk as defined by the organization’s
policies, the stakeholders’ risk appetite, and other external environmental
factors. Tool used to procure resources in regards to risk may include: (2)
Perform a Make or Buy Analysis, (2) Market Research, and/or (3) Contract
Types
Performance
Reporting
Throughout the project lifecycle, there will be a need to track and evaluate
the progress being made in the various procurement processes. The use of
performance metrics will be used in order to insure that the schedule and risk
levels are aligned with the WBS and WBS dictionary.
Performance Metrics
Domain Metric Measurement
Statistical Sampling of
Supplies Ordered from
Vendors
Cost of quality will help determine if the procured resources are at an
adequate level of quality. Acceptable levels of quality may be found in
the quality management plan.
Jill ran into issues procuring the gourmet food supplies due to an
external and internal failure cost of quality. The first vendor went out of
business and the second vendor sold too low of quality supplies for the
grand opening.

December 10, 2013 Source Selection Criteria Page 46
SOURCE SELECTION CRITERIA
1 2 3 4 5
Criteria 1 Purchase Price Purchase Price Purchase Price Purchase Price Purchase Price
Criteria 2 Delivery Cost Delivery Cost Delivery Cost Delivery Cost Delivery Cost
Criteria 3 Financial Capacity Financial Capacity Financial Capacity Financial Capacity Financial Capacity
Criteria 4 Production Capacity Production Capacity Production Capacity Production Capacity Production Capacity
Criteria 5 Overall Cost Overall Cost Overall Cost Overall Cost Overall Cost
Weight Candidate 1
Rating
Candidate 1
Score
Candidate 2
Rating
Candidate 2
Score
Candidate 3
Rating
Candidate 3
Score
Criteria 1 .10 3 .3 2 .2 1 .1
Criteria 2 .10 2 .2 3 .3 1 .1
Criteria 3 .10 2 .2 1 .1 3 .3
Criteria 4 .10 1 .1 3 .3 2 .2
Criteria 5 .60 3 1.8 1 .6 2 1.2
Totals 1 11 2.6 10 1.5 9 1.9

December 10, 2013 Quality Management Plan Page 47
QUALITY MANAGEMENT PLAN
Quality Roles and Responsibilities
Role Responsibilities
1. Project Manager ➔ Documenting stakeholder expectations and consensus quality
management objectives at a project-level that supports the
implementation of the PMP.
➔ Utilizing the expertise of the project staff to determine the
procedures necessary to achieve the target level of quality.
➔ Ensuring stakeholders endorse quality objectives stated in the
QMP.
➔ Understanding the stakeholders’ roles in project success.
➔ Working with the stakeholders early in the project lifecycle to
determine needs, and refining those requirements in light of
constraints.
➔ Considering the cost/benefit of all quality improvements.
2. Project Staff ➔ Delivering a quality product.
➔ Performing an active role to ensure quality objectives are clearly
articulated and that the stakeholder understands the essential
professional standards, laws, and codes which must be
incorporated into the project.
➔ Monitoring the quality of their work.
➔ Keeping the commitments for completion of their portion of the
project as documented in the QMP.
3. Jill Overstreet ➔ Monitoring the quality of her work and the work of her staff.
➔ Serving on an independent review team, when appropriate.
4. Ricardo ➔ Monitoring the quality of his work, and the work of his staff.
➔ Serving on an independent review team, when appropriate.

December 10, 2013 Quality Management Plan Page 48
QUALITY MANAGEMENT PLAN
Quality Planning Approach
What Define quality on the project and how quality will be measured
When Planning
Processes Develop Project Management Plan
Define Scope
Collect Requirements
Develop Project Team
Estimate Activity Resources
Estimate Activity Durations
Estimate Costs
Quality Assurance Approach
What Determine if measurement of quality is appropriate by evaluating overall
performance on a regular basis to insure the project will satisfy customer
quality expectations
When Executing, Monitoring & Controlling
Processes Perform QA
Quality Control Approach
What Monitor specific project products to determine if they meet performance
measurement thresholds defined in the quality management plan
When Executing, Monitoring & Controlling, Closing
Processes Perform QA
Manage Communications (lessons learned meetings)
Close Project or Phase (lessons learned meetings)
Quality Improvement Approach
What Increase the effectiveness and efficiency of the project when corrective actions
such as Change Requests are identified. Changes to the QMP and the PMP
may be required
When Planning, Executing, Monitoring & Controlling
Processes Develop Project Management Plan
Perform Integrated Change Control

December 10, 2013 Quality Metrics Page 49
QUALITY METRICS
ID Item Metric Measurement Method
1 Project Schedule Time Schedule Performance Index (SPI) =
Earned Value ÷ Planned Value
2 Budget Cost Cost Performance Index (CPI) = Earned
Value ÷ Actual Cost
3 Project Schedule Resources Amount of hours overspent per
installations/construction
4 Change
Management
Scope Number of Change Requests
5 Quality Management Quality Number of defects fixed per user
acceptance test
6 Project Schedule Action Items Number of action items behind schedule for
resolution

December 10, 2013 Requirements Management Plan Page 50
REQUIREMENTS MANAGEMENT PLAN
Date: 12/10/13
Collection
 Store property must be located in Colorado Springs, CO.
 Store must open February 1, 2014 to coincide with Garden and Home Show conference
in Colorado Springs.
 The store should have between 1,500 and 2,500 square feet of retail space.
 Local contractors should be used for the build-out.
 Project requires team to sign a lease within 14 days.
 Store must offer new line of gourmet food products.
 Store must have classroom space in back of store for cooking demos and classes.
 Project must cost less than $2 million.
 Jill Overstreet needs 14 days to hire personnel and stock shelves.
 Signed lease
 Order T1 connection
 Ethernet Cable Run
 Contract with Gomez
 Build-Out
 Install and Test Hardware
 Order Retail Products
 Hire Retail Products and Stock Shelves
 Grand Opening
Analysis
 There is an overlapping relationship between these requirements.
 If there is to be a change to any of the requirements it must be reported to the Project
Manager with a plan of action moving forward.
Categories
 Building and Cabling
 Store
 Budget
 Human Resources
 Schedule
 Products
Documentation
 Requirements are to be documented and monitored in the Requirements and
Traceability Matrix
Prioritization
 Ordinal prioritization (high, medium, low)

December 10, 2013 Requirements Management Plan Page 51
REQUIREMENTS MANAGEMENT PLAN
Metrics
 These requirements will be traced in hours.
Traceability Structure
 Requirements will all have a priority level, category, source, and objective and will be
organized this way in the traceability matrix.
Tracking
 These requirements will be tracked by weekly progress reports given to the Project
Manager and necessary stakeholders.
Reporting
 Progress of the requirements will be tracked on and reported on a weekly basis.
 The project manager must be notified when tasks are completed and if they are
running behind schedule.
Validation
 Once a requirement is completed the project manager must be notified and will
validate that the requirement is completed to the proper standard and that it is okay to
move onto that party’s next requirement.

December 10, 2013 Risk Management Plan Page 52
REQUIREMENTS TRACEABILITY MATRIX
Requirement Information Relationship Traceability
ID Requirement Priority Category Source Objective WBS Deliverable Metric Validation
KHCS-
1001
Signed Lease High Building and
Cabling
Dirk Perrier Phase 2 yes hours complete
KHCS-
1002
Order T1
Connection
High Building and
Cabling
Activity List Phase 2 yes hours complete
KHCS-
1003
Ethernet
Cable Run
low Building and
Cabling
KHCS-
1004
Contract With
Gomez
high Building and
Cabling
KHCS-
1005
Build-Out high Building and
Cabling
KHCS-
1006
Build-Out
Complete
high Building and
Cabling
Activity List Phase 1 yes hours Not complete
KHCS-
1007
Instal and Test
Hardware
high Hardware Activity List Phase 1 yes hours complete
KHCS-
1008
Order Retail
Products
high STORE Activity List Phase 3 yes hours Not complete
KHCS-
10010
Hire Retail
Products and
Stock Shelves
KHCS-
10011
Grand
Opening

REQUIREMENTS DOCUMENTATION
ID Requirement Stakeholder Category Priority Acceptance Criteria Validation Method
KHCS-1001 Signed Lease Dirk Perrier Building and
Cabling
High Signed within 14 days Signed lease
document
KHCS-1002 Retail Product
Line
Dirk Perrier Store High Delivered 14 days prior to
opening
Inventory receipt and
confirmation
KHCS-1003 In-Store
Classroom
Dirk Perrier Building and
Cabling
High Completed by grand opening Approval by Dirk
KHCS-1004 Project Cost Dirk Perrier Budget High Project is completed at or
below $2 million budget
Written Confirmation
from Accounting
KHCS-1005 Jill’s Time
Requirement
Jill Overstreet Building and
Cabling
Medium Jill has 14 days to to hire
personnel and stock shelves
Hiring and stocking
completion notification
from Jill

RISK MANAGEMENT PLAN
Methodology
The Risk Management Plan will be used to define, monitor, and control risks throughout the project.
Defining risk will be accomplished through identifying the risk attitudes of the organization and its
stakeholders using techniques such as:
1. Regular documentation reviews
2. Gathering information
3. Checklist analysis
4. Assumptions analysis
5. Diagramming
6. Strengths-weaknesses-opportunities-threats (SWOT) analysis
7. Expert judgment
After risks have been identified and properly documented in risk register, a qualitative analysis will be
performed by utilizing a risk probability impact matrix and a risk data quality assessment. Once the risks
have been evaluated from a qualitative perspective, a quantitative analysis will be performed to
determine the overall impact of these risks. The quantitative analysis will look at:
1. Possible outcomes and probabilities
2. Identify risks that need the most attention
3. Identify realistic and achievable schedule, cost, or scope targets
4. Determine the best project management decisions possible when outcomes are uncertain
Quantitative analysis of risks will be performed by gathering data from probability distributions,
performing various modeling techniques (such as EMV, decision tree, simulation, or sensitivity) and
documented on the risk register. Once this part of the process has been completed, developing a risk
response plan will be necessary to determine which actions to take for the risks that have the highest
probability of occurring and highest impact to the project. Strategies are developed in the risk response
plan process to address negative and positive risks, as well as contingency plans.
Role and Responsibilities
Ricardo - Risks associated with IT tasks
Jill and Jake - Risks related to store stocking and furnishings
Risk Categories
IT Risks (Account ID: 1000’s):
1. T1 line availability and installation. Risk ID: 1001. Risk Score: Very Low
2. Contractor availability for Ethernet Installation. Risk ID: 1002. Risk Score: Medium
3. POS and server hardware availability. Risk ID: 1003. Risk score: Medium
Facilities (Account ID: 2000’s):
1. Desirable location in the right price range. Risk ID: 2001. Risk score: High
2. Contractor availability for build-out. Risk ID: 2002. Risk score: Low
3. Availability of fixtures and shelving. Risk ID: 2003. Risk score: Low
Retail (Account ID: 3000’s):
1. Product availability. Risk ID: 3001. Risk score: Medium
2. Shipment dates for product. Risk ID: 3002. Risk score: Low

Risk Management Funding
Contingency reserves will need to be accounted for based on the likelihood and impact of a risk in
relation to the remaining balance of the reserve account. The reserve account should include all the
quantified risks in order to maintain an accurate budget.
Contingency Protocols
Contingency protocols help determine alternative methods of dealing with certain risks. When a risk
event occurs, the contingency plan reserve strategy will be in place for that particular event. This
protocol may include setting aside funding, resources, and adding project time to the project schedule.
In the development of each contingency protocol, it is important to consider the impact the contingency
will have on the project.
Frequency Timing
Risk management documents will be reviewed and evaluated when a risk becomes an issue, needs to
be modified, or a new risk has been identified. Documents associated with risk must be monitored and
updated to accurately reflect the projects current risks every couple of days, or as needed.
Stakeholder Risk Tolerance
Stakeholder risk tolerances change throughout the life of the project, new risk tolerances will be
documented in this section.
In the interview with Ricardo, the risk tolerance for the T1 Line Availability and Installation became a
higher priority as Ricardo identified that a risk of delay could postpone the T1 line for up to 3 to 4
months, with a low possibility of it being 6 months.
Tracking and Audit
Once risks have been identified, they will need to be subsequently tracked throughout the remainder of
the project. Tracking the risks will start by referencing the frequency timing section in the Risk
Management Plan to ensure that the risks are still applicable to the current project. To determine if
risks are still relevant, an audit of the risks will be done by assessing the pending deadlines and current
project resources.

RISK MANAGEMENT PLAN
Definitions of Probability
Very high When the probability of an event is from 80%-100%
High When the probability of an event is from 60%-80%
Medium When the probability of an event is from 40%-60%
Low When the probability of an event is from 20%-40%
Very low When the probability of an event is from 0%-20%
Probability Impact Matrix
Very High .64 .48 .32 .16 .04
High .48 .36 .24 .12 .03
Medium .32 .24 .16 .08 .02
Low .16 .12 .08 .04 .01
Very Low .04 .03 .02 .01 .0025
Very High High Medium Low Very Low
Definitions of Impact Objective
Scope Quality Time Cost
Very High .8 Product Not
Usable
More than 18%
increase
More than 18%
increase
High .6 Unacceptable
quality
13%-18%
increase
13%-18%
decrease
Medium .4 Significant impact
requiring customer
approval to
proceed
7%-12% increase 7%-12% decrease
Low .2 Few components
impacted
Less than 6%
increase
Less than 6%
increase
Very Low .05 No significant
impact
No significant
impact
No significant
impact

December 10, 2013 Risk Register Page 57
PROBABILITY AND IMPACT MATRIX
Very High:
.8
.04 .16 .32 .48 .64
High
.6
.03 .12 .24 .36 .48
Medium
.4
.02 .08 .16 .24 .32
Low
.2
.01 .04 .08 .12 .16
Very Low
.05
.0025 .01 .02 .03 .04
Very Low: .05 Low: .2 Medium : .4 High: .6 Very High: .8

December 10, 2013 Risk Register Page 58
RISK REGISTER
Risk ID Risk Statement Probability
Impact Score Response
Scope Quality Schedule Cost
1001 T1 Line .2-.4 Low Mitigation
1002 Contractor Availability:
Ethernet Installation
.4-.6 Medium
1003 POS and Server
Hardware Availability
.4-.6 Medium
2001 Desirable location in
Price Range
60% High Loss of $1.3
Million
Expected
Income per
year
2002 Contractor Availability for
build out
.2-.4 Low
2003 Availability of fixtures
and shelving
.2-.4 Low
3001 Product availability 40% Medium 125000 Loss
3002 Shipment dates for
product
.4-.6 Medium

December 10, 2013 Schedule Management Plan Page 59
SCHEDULE MANAGEMENT PLAN
Schedule Methodology
The methodology is based on Schedule Net-work analysis, Milestone Charts.
Schedule Tools
Project Management Software : Microsoft Project; Cost of Quality; Reserve analysis; Vendor bid
Analysis; Group decision - making techniques
Excel
Level of Accuracy Units of Measure Variance Thresholds
95% Hours +/- 5%
Schedule Reporting and Format
Schedule baseline and the reporting format is Milestone Method in time, Finish-to-start(FS)
Process Management
Activity identification Activity List; Project Schedule Plan with analogous estimating and rolling
wave planning.
Activity scheduling Milestone Chart and schedule compression
Estimating resources Activity list; Leads and lags
Estimating effort and
duration
Expert judgment based on Top - down Techniques and Days for
duration were used
Updating, monitoring and
controlling
Project documentation updates .This would be done on share drive
Project Plan

December 10, 2013 Activity Duration Estimates Page 60
ACTIVITY DURATION ESTIMATES
Project Title: 50th Kitchen Heaven Store in Colorado Springs & Grand-Opening Celebration
WBS ID Activity Description Effort
Hours
Duration Estimate
1.0 BUILDING AND CABLING
1.1 Sign Lease 8 Days by 8hrs of work
1.2 Order T1 Connection 360 Days by 8hrs of work
1.3 Ethernet Cable Run 16 Days by 8hrs of work
1.4 Contract With Gomez 16 Days by 8hrs of work
1.5 Build-Out 960 Days by 8hrs of work
1.6 Build-Out Complete 0 Days by 8hrs of work
2.0 IT HARDWARE
2.1 Purchase Hardware 112 Days by 8hrs of work
2.2 Install and Test Hardware 24 Days by 8hrs of work
2.3 Add Store to Website 8 Days by 8hrs of work
2.4 It Tasks Complete 0 Days by 8hrs of work
3.0 STORE
3.1 Order Retail Products 120 Days by 8hrs of work
3.2 Hire Retail Products and Stock
Shelves
112 Days by 8hrs of work
3.3 Train Store Personnel 16 Days by 8hrs of work
3.4 Grand Opening 16 Days by 8hrs of work
3.5 Project Closeout 40 Days by 8hrs of work
3.6 Project Ends 0 Days by 8hrs of work

December 10, 2013 Activity Attributes Page 61
ACTIVITY ATTRIBUTES
ID: 30100 Activity: Sign Lease
Description of Work:
Complete leasing by signing lease contract for retail space.
Predecessors Relationship Lead or Lag Successor Relationship Lead or Lag
1.2 lead 1.0 lead
Number and Type of
Resources Required:
Personnel, Legal
information
Skill Requirements:
Expert knowledge, legal knowledge
Other Required Resources:
Type of Effort: Time and meeting dead lines
Location of Performance: Real estate office, Colorado Springs, CO
Imposed Dates or Other Constraints: Must be completed by 1/15/2013.
Assumptions: Assuming everything will be on schedule

December 10, 2013 Activity Resource Requirements Page 62
ACTIVITY RESOURCE REQUIREMENTS
WBS ID Type of Resource Quantity Assumptions
1.1 Sign Lease 2 People
1.2 Order T1 Connection 2 People
1.3 Ethernet Cable & IT works 24
bundles +
8 Peoples
1.4 Cement 100 Bags
1.5 Build-Out 50 People
1.6 Ground work equipment 5 + 10
People
1.7 Purchase Hardware 6 People
1.8 Install and Test Hardware 15 People
1.9 Add Store to Website 3 People
1.10 IT Tasks Complete 3 People
2.0 STORE
2.1 Order Retail Products 4 People
2.2 All Other hardware and
Equipment
5 People
2.3 All Other hardware and
Equipment
7 People
Comments: The is based on what is needed and at low cost

December 10, 2013 Duration Estimates Worksheet Page 63
DURATION ESTIMATES WORKSHEET
Three Point Estimates
WBS ID Optimistic
Duration
Most Likely
Duration
Pessimistic
Duration
Weighting
Equation
Expected
Duration
Estimate
1.0 1360 1300 1400 (O + (4*ML) +
P) / 6
1326.67
2.0 144 140 160 (O + (4*ML) +
P) / 6
144
3.0 304 300 290 (O + (4*ML) +
P) / 6
299

December 10, 2013 Resource Breakdown Structure Page 64
RESOURCE BREAKDOWN STRUCTURE
1. Project
1.1. People
1.1.1. Quantity of Role 1: IT: 20 people
1.1.1.1. Quantity of Level 1: Build Out: 50 People
1.1.1.2. Quantity of Level 2: Store: 10 people
1.1.1.3. Quantity of Level 3: Interior and Exterior Decorations- 8
peoples
1.1.2. Quantity of Role 2: Closeout- 5 peoples
1.2. Equipment
1.2.1. Quantity of Type 1: Ladders, Stoves, Shelve, water filters
1.2.2. Quantity of Type 2: Lifts and Forklifts
1.3. Materials
1.3.1. Quantity of Material 1: Cement, IT and Electrical cables, paints and
wood
1.3.1.1. Quantity of Grade 1: Tables, Chairs, decorations
1.3.1.2. Quantity of Grade 2: Store retail items
1.4. Supplies
1.4.1. Quantity of Supply 1: 50 Shelves, 24 bundles of IT and electrical
Cables, 25 Tables and Chairs
1.4.2. Quantity of Supply 2: 20 tons retail supplies
1.5. Locations
1.5.1. Location 1: Kitchen Heaven Site
1.5.2. Location 2: Store front

December 10, 2013 Project Schedule Page 65
PROJECT SCHEDULE
Task Name Duration
(Days)
Start Date Finish Date Predecessors Resources
Names
Kitchen Heaven Project 178.25 Mon.
8/21/2013
Wed. 2/7/2014
BUILDING AND CABLING 152.5 Mon. 8/21/13 Mon. 1/15/14
Sign Lease 1 Mon.
8/21/2013
Mon.
8/21/2013
Jill, Project
Manager
Order T1 Connection 45 Mon.
8/21/2013
Mon. 10/2/13 Ricardo
Ethernet Cable Run 2 Mon.
9/18/2013
Tue.
9/19/2013
3 Ricardo
Contract With Gomez 2 Mon.
9/11/2013
Tue.
9/12/2013
3 Jill, Project
Manager
Build-Out 120 Wed. 9/20/13 Mon. 1/15/14 Contractor
Build-Out Complete 0 Mon. 1/15/14 Mon. 1/15/14 7
IT HARDWARE 17.5 Mon. 1/8/14 Wed. 1/24/14
Purchase Hardware 14 Mon. 1/8/14 Sat. 1/20/14 Ricardo
Install and Test Hardware 3 Sat. 1/20/14 Tue. 1/23/14 5,10 Ricardo
Add Store to Website 1 Tue. 1/9/14 Tue. 1/9/14 Ricardo
It Tasks Complete 0 Wed. 1/24/14 Wed. 1/24/14 11

December 10, 2013 Project Schedule Page 66
STORE 28.5 Mon. 1/8/14 Fri. 2/2/14
Order Retail Products 15 Mon. 1/9/14 Mon. 1/22/14 Jill, Project
Manager
Hire Retail Products and Stock
Shelves
14 Tue. 1/10/14 Mon. 1/29/14 Jill, Project
Manager
Train Store Personnel 2 Tue. 1/30/14 Wed. 1/31/14 11, 18 Jill, Project
Manager
Grand Opening 2 Thu. 2/1/14 Fri. 2/2/14 Jill, Project
Manager
Project Closeout 5 Fri. 2/2/14 Wed. 2/7/14 18 Jill, Project
Manager
Project Ends 0 Wed. 2/7/14 Wed. 2/7/14 19 Project Manager

December 10, 2013 Activity List Page 67
ACTIVITY LIST
ID Activity Description of Work
1.1 Sign Lease Signing the lease agreement
1.2 Order T1 Connection T1 cable procurement
1.3 Ethernet Cable Run Installation of the Ethernet cable
1.4 Contract With Gomez Signing the Contract
1.5 Build-Out Start of renovation and grounds work
1.6 Build-Out Complete When to complete the build out
2.0 IT HARDWARE
2.1 Purchase Hardware All hardware purchasing
2.2 Install and Test Hardware Installation activities
2.3 Add Store to Website Website development and testing
2.4 IT Tasks Complete when to complete IT stuff
3.0 STORE
3.1 Order Retail Products Retail stuff
3.2 Hire Retail Products and Stock Shelves workers for the store
3.3 Train Store Personnel Training activities
3.4 Grand Opening Preparations and activities for the grand
opening
3.5 Project Closeout When the project closes out
3.6 Project Ends Time to complete and hand over

December 10, 2013 Scope Management Plan Page 68
SCOPE MANAGEMENT PLAN
Project Title: New Kitchen Heaven Retail Store Date Prepare:12/10/2013
Scope Statement Development
Project objectives: Open 50th store by Feb. 1 in Colorado Springs
Project Deliverables:
● Build out storefront, including shelving
● Retail product line will be delivered two weeks prior to grand opening
● Have grand opening party with cooking demos
Project Requirements:
● Sign lease within 14 days
● Offer new line of gourmet food products
● Have classroom space in back of store for cooking demos and classes
Constraints: Feb. 1 date will coincide with home and garden show
Fund Limitations: Spend no more than $2 million on the project
Assumptions:
● A store build-out usually takes 120 days
● Jill Overstreet will help with the initial store stocking
● Jake Peterson will provide supplies for the stores that aren’t retail products, such as
store furnishings, shelving, and so on, and can help with the store build-out as well.
● The budget for the project will be between $1.5 and $2 million
WBS Structure
Level 1: The Project: Building the New Store
Level 2: Subproject or deliverables (demolition, design, bridgework, and paving)
Level 3: Deliverable: (location, store build-out, furnishings, product)
Level 4: Time and cost estimate (Constraints: February 1 date will coincide with home and
garden show. Fund limitations: Spend no more than $2 million for the project. )

WBS Dictionary
Code of account identifier:
Description of the Work of the component:
1. Buildout and ground preparations
2. IT Work on Cable installations
2.1 Procure The T1 connection
2.2 Run Ethernet Cable Throughout the building
2.3 Purchasing of Routers, switches servers and racks
2.4 Installations of Switches, Routers and Racks
2.5 Testing and adding location and phone to lookup function
3. Personnel Hiring and Shelves stocking
List Schedule Milestones:
Milestone 1:
Construction and IT’s jobs - Ricardo’s Team done by Sept 20
Milestone 2:
Build-out, Personnel Hiring by Jill’s Team done by January 26
Milestone 3:
Grand Opening Preparation done by January 30
Organization responsible for completing the component:
1. Jake’s Team - General Construction of store Build-out, furnishing, Shelving installation and
storage room
2. Jim’s team - Retail Product: Sign Lease, Gourmet Product, Cookware line and Store
Stocking
3. Ricardo’s team - IT Equipment hardware Procurement, installation and Testing
4. Jim’s team - Grand Opening: refreshment and Chef’s Demos
Cost Estimates:
Total Project cost: Estimate $ 1.5 to $2.0 million
Addition $10,000 for Ricardo’s Team
Contract or Agreement information Constraints and Assumptions:
1. February 1st date coinciding with home and garden show.
Assumptions:
1. A store build-out usually takes 120 days.
2. Jill Overstreet will help with the initial store stocking.
3. Jake Peterson will provide supplies for the stores that aren’t retail products, such as store
furnishings, shelving, and so on, and can help with the store build-out as well.
4. The budget for the project will be between $1.5 and $2 million.

SCOPE MANAGEMENT PLAN
Scope Baseline Maintenance
The scope baseline maintenance will be used to monitor the status of the scope of the project.
The team will utilize the WBS Dictionary as a framework for the project and ensure that they
perform only the work described in the WBS Dictionary. This is measurable by generating
deliverables for each WBS element. Maintenance must be timely so that the project is not
tracking obsolete or other goals unmentioned in the WBS Dictionary. If there is a scope
change, the corresponding cost baseline and schedule baselines must be adjusted to reflect
the changes.
See Sections:
1. Scope Statement
2. The WBS
3. WBS Dictionary
Scope Change
Any major change to the scope will need to be verified by all of the stakeholders to make sure
that it is okay. The project manager first will decide if they think the change is necessary and
they will then approach all stakeholders and make sure they approve the change. If there is
just a scope revision it will be left to the project manager’s best judgment whether or not the
revision is necessary for the success of the project. Scope changes will be anticipated and
budgeted for accordingly.
Deliverable Acceptance
Project Deliverables:
● Build out storefront, including shelving
○ The storefront look must be consistent with all of the other 49 stores throughout
the country. This will need to be approved and signed off by someone in the
Marketing department.
● Retail product line will be delivered two weeks prior to grand opening
○ The retail product line must be displayed throughout the store in a way that is
easy for customers to find what they want and consistent with other stores in
the country. This will need to be approved by…?
● Have grand opening party with cooking demos
○ Customers will be expecting cooking demos of high quality by people who
know what they are talking about. Is will be important to hire instructors with
good experience and will be approved by the project manager as well as
someone in the Marketing Department.

Scope and Requirements Integration
As requirements are collected, they will be documented in a way that describes how the
requirements meet the business need for the project. However, before being included into the
scope, they must be unambiguous, traceable, complete, consistent, and acceptable to
stakeholders. Components of requirements documentation may include:
● Business requirements (project objectives, business rules, and guidelines of the
organization)
● Stakeholder requirements (impact to other entities or organization areas, stakeholder
communication and reporting requirements)
● Solution requirements (functional/nonfunctional, technology and compliance, support
and training, quality)
● Project requirements (performance, safety, compliance, levels of service, acceptance)
● Transition requirements
● Requirements assumptions, dependencies, and constraints.
Requirements documentation may need to be updated to include any approved changes.
Verification and integration of new or updated requirements into the WBS Dictionary must be
accompanied with a signature from the project manager.

December 10, 2013 Project Scope Statement Page 72
PROJECT SCOPE STATEMENT
Product Scope Description
The 50th Kitchen Heaven store, located in Colorado Springs, will open February 1 with a grand-
opening celebration. The project will involve: procuring the property, negotiating the lease, procuring
the shelving and associated store furnishings, getting a contractor on the job, and preparing the 50th
store festivities in collaboration with the marketing department.
Project Deliverables
Storefront complete with shelving and other store furnishings, outfitted with retail product lines, with
classrooms at back of store.
Grand-opening celebration with Colorado Springs community, including cooking demos with local
chefs.
Project Acceptance Criteria
Storefront build out construction is complete and site passes independent, city and county inspections.
Store furnishings are set up.
> 90% of ordered retail products ordered are received and stocked on floor.
> 90% of personnel needs are met and staff complete minimum two-week training.
At least three local chefs are secured for cooking demonstrations for grand-opening celebration.
Other catering for event is ordered.
Project Exclusion
Site does not pass inspections.
Store furnishings are poorly crafted/unavailable.
< 90% of necessary retail products are not physically in store by project completion date.
< 90% of personnel needs are not met at least two weeks before grand-opening.
Local chefs are not located/booked for participation in grand-opening celebration.
Catering is not secured for event.
Project Constraints
Spend no more than $2 million on project.
Complete project - have all deliverables completed by Feb. 1, 2014.
Project Assumptions
● A store build-out usually takes 120 days
● Jill Overstreet will help with the initial store stocking
● Jake Peterson will provide supplies for the stores that aren’t retail products, such as store furnishings,
shelving, and so on, and can help with the store build-out as well.
The budget for the project will be between $1.5 and $2 million

December 10, 2013 Stakeholder Management Plan Page 73
STAKEHOLDER MANAGEMENT PLAN
Stakeholder Unaware Resistant Neutral Supportive Leading
Dirk Perrier C
Jill Overstreet C/D
Jake Peterson C/D
Ricardo C/D
Gomez Construction
Crew
C/D
Arrow Consulting
Team
C/D
Marketing Team C D
C = Current level of engagement D = Desired level of engagement

Stakeholder Communication Needs Method/Medium Timing/Frequency
Dirk Perrier Inform Project Sponsor of
completion of milestones, give
updates on project progress,
and consult for critical project
decisions.
Face-to-face communication
preferable, email or phone when
necessary.
Weekly.
Jill Overstreet Receive frequent check-ins
about progress of retail item
acquisition and staffing, give
updates on changes to project
schedule/budget/scope in case
they have residual effect.
Face-to-face primarily, email or
phone secondarily.
At least every three days.
Jake Peterson Receive frequent check-ins
about progress of store
furnishings acquisition; give
phone secondarily.
At least every three days.
Ricardo Receive frequent check-ins
about progress of IT-related
installations and testing, give
phone secondarily.
At least every two days.
Gomez Construction Crew Because deadline constraint is
critical to success of project,
check in frequently about
construction progress and
issues that arise.
Telephone primarily, face-to-face
secondarily.
Daily.

Arrow Consulting Team Update on all developments of
project as they occur.
phone secondarily.
Daily.
Marketing Team Communicate changes to
schedule/budget/scope that
may impact grand-opening
celebration, receive updates on
celebration plans to ensure
they meet stakeholder
expectations.
phone secondarily.
Weekly.
Pending Stakeholder Changes
Madelyn was let go due to improper use of internet resource during work hours - need to find replacement stakeholder, two internal
candidates are currently under consideration.
Stakeholder Relationships
There is a high level of trust and respect amongst the stakeholders involved in the new Kitchen Heaven retail store project, and thus
communication is effective and team dynamics functional and positive.

STAKEHOLDER MANAGEMENT PLAN
Stakeholder Engagement Approach
Stakeholder Approach
Local Colorado Springs chefs Jill will reach out to local restaurants and cooking schools to inquire about chefs who are well-
connected in the Colorado Springs community, to measure interest in participating in grand-opening
celebration.
Colorado Springs community Marketing team will begin advertising grand-opening celebration and new retail store several months
before Feb. 1 project completion date, to garner interest and excitement.
Grand-opening celebration
vendors
Jill and her team, in conjunction with Arrow Consultants, will perform online search for caterers will
positive online reviews. The top five candidates will be contacted by telephone and will be informed
of Kitchen Heaven’s needs for the event, and if interested will receive an RFQ from Kitchen Heaven
via email. The five vendors will submit seller proposals and the top three candidates will participate
in a bidder conference with key project stakeholders who are invested in this area of the project.
Jill Overstreet’s team Two months out of project completion date, Project Manager and Arrow Consulting Team will begin
meeting with Jill’s team to discuss transition of project management after Feb. 1.
Kitchen Heaven employees All employees will receive an email one month before project completion date from Project Sponsor
announcing new store opening, including an invitation to grand-opening celebration.

December 10, 2013 Stakeholder Analysis Matrix Page 77
STAKEHOLDER ANALYSIS MATRIX
Power/Interest
Power
Colorado Springs
community
Dirk Perrier
Stakeholders at
kick-off meeting
Jill Overstreet
Jake Peterson
Local chefs
Grand opening caterers
Jill Overstreet’s group
Garden and Home Show
attendees and overseers
General contractor
Leasing agent
Marketing Department
Interest

December 10, 2013 Stakeholder Register Page 78
STAKEHOLDER REGISTER
Project Manager: Kirsten Rivera, Arrow Consulting Date Prepared: 12/10/2013
Name Position Role
Contact
Information
Requirements Expectations Influence Classification
Dirk Perrier VP of Marketing Project Sponsor (555) 456-7654
d.perrier@gmail.com
Sign off on major
projectdecisions
Moderate
project
involvement
High Important
Jake Peterson Facilities In charge of store
furnishings
(555) 324-5644
Peterson@gmail.com
Ordering and
installation ofstore
furnishings
High project
involvement
High Important
Jill Overstreet Director of Retail
Products
Initial store
stocking,ongoing
operations post-
opening
(555) 385-4677
jillover@gmail.com
Ordering and set-
up of retail
products,and
hiring and training
of store personnel
High project
involvement
High Important
Jill Overstreet’s
group
Retail Products Will take over
ongoing
operations of
store
Same as above Claim ongoing
operations ofnew
retail store after
projectcompletion
date
Moderate
project
involvement
Moderate Semi-
important
Arrow
Consulting
Team
Project consultants Assistproject
manager
arrow.consulting.team@gmail.com Project
involvementover
the life of the
project
Moderate
project
involvement
Moderate Semi-
important
Ricardo IT Manager Oversees tech
needs for new
store
(555) 385-4688
ric.tech@gmail.com
Ordering,
installation,and
testing of tech
equipmentfor store
High project
involvement
High Important
Stakeholders
in attendance
at kick-off
meeting
Kitchen Heaven
employees
Influence decision
making
Approve project
charter
Moderate
project
involvement
Moderate Semi-
important
Colorado
Springs Elite
Property
Management
Leasing agent In charge of
leasing actions
(555) 853-4575 Negotiate lease
and secure leasing
agreement
Moderate
project
involvement
Moderate Semi-
important

December 10, 2013 Stakeholder Register Page 79
Gomez
Construction General contractor
Responsible for
build-out
(555) 883-2411 Construction of
store
High project
involvement
Moderate Important
Kitchen
Heaven
Marketing
Marketing department Will be involved
with planning
grand opening
celebration
Local email address book
(Outlook)
Planning and
execution of grand-
opening
celebration
Moderate
project
involvement
Low/Moderate Semi-
important
Colorado
Springs
community
Citizens New retail store
customers
N/A None Low project
involvement
Low Low-
importance
Garden and
Home Show
conferences
attendees
Consumers Retail store target
audience
N/A None Low project
involvement
Low Low-
importance
Grand opening
caterers
Local
businesses/business
owners
Provide food at
event
N/A Meet catering
needs and
expectations at
grand-opening
celebration
Low project
involvement
Low Low-
importance
Local chefs
featured at
grand opening
Community
members/new store
target audience
Provide cooking
demonstrations
N/A Provide cooking
demonstrations at
grand-opening
celebration
Low project
involvement
Low Low-
importance
Change
Control Board
Kitchen Heaven
employees
Responsible for
approving
changes to project
managementplan
Local email address book
(Outlook)
Approve/deny
changes to project
plan
Moderate
project
involvement
Moderate Semi-
important

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