FINAL PROJECT PLAN

COFFEE BAR



PUBLIX
2111 CAPITAL CIR NE
TALLAHASSEE, FLORIDA 32308-4303


Report authored by Awesome-r Consultant Firm: Beth Holz, Spencer Giam,
Ed Herbst, Darius Kwa, and Jacob McMillan

APRIL 28, 2014


08
Fall

2


April 29
th
, 2014
Dr. Jim Klein
PUBLIX Regional Manager
567 Indiantown Road
Lakeland, FL 33232
Dear Dr. Klein,
This letter notifies the PUBLIX regional headquarters that the Centerville Publix Coffee Bar
project final report is complete and attached in this final report package. The final report
package includes the project charter, scope management plan, stakeholder management plan, and
the implementation and evaluation plan. The processes outlined in these documents will be
utilized during the duration of the project. If process changes are necessary, an Awesome-R
Consulting Firm (ACF) representative will update PUBLIX immediately.
ACF recently commenced phase one of the project and all project deliverables are currently on
track in terms of scope, time, and budget. The Centerville PUBLIX staff continues to work
closely with ACF and the communication and change processes identified in the stakeholder
management plan have worked extremely well thus far.
The ACF team is looking forward to delivering an exceptional coffee experience at the
Centerville PUBLIX. If there are any questions regarding the attached enclosures, please contact
us via the phone or email information in the letterhead of this document.

Sincerely,

Jacob McMillan
Awesome-R Consulting Firm
Enclosures: (1) Table of Contents
(2) Executive Summary
(3) Project Documents (Charter, Scope Management Plan, Stakeholder Management
Plan, Implementation and Evaluation Plan)
(4) Appendixes


Awesome-R Consulting Firm
(ACF)
Stone Building
144 W. Call St.
Tallahassee, FL 32301
Phone: 850-867-5309 Fax: 850-867-5310
E-Mail: jtm13e@my.fsu.edu
Web: ACF.com



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Table of Contents
Awesome-R Consulting Firm (ACF) ................................................................................................. 2
Executive Summary .............................................................................................................................. 5
Chapter 1 Project Charter .................................................................................................................. 9
Executive Summary ....................................................................................................................................... 9
Project Purpose/Justification ........................................................................................................................ 9
Project Team ............................................................................................................................................... 11
Project Description...................................................................................................................................... 11
Risks ............................................................................................................................................................ 14
Project Deliverables .................................................................................................................................... 14
Summary Milestone Schedule .................................................................................................................... 15
Summary Budget ......................................................................................................................................... 15
Project Approval Requirements .................................................................................................................. 16
Project Manager ......................................................................................................................................... 17
Chapter 2 - WBS and Schedule ........................................................................................................ 18
Introduction ................................................................................................................................................ 18
Scope Management Approach ................................................................................................................... 18
Project Governance Structure .................................................................................................................... 18
Roles and Responsibilities ........................................................................................................................... 19
Scope Definition .......................................................................................................................................... 20
Project Scope Statement ............................................................................................................................ 21
Work Breakdown Structure ........................................................................................................................ 23
WBS Dictionary ........................................................................................................................................... 25
Scope Verification and Control Measures .................................................................................................. 28
Conclusion ................................................................................................................................................... 30
Chapter 3 -Stakeholder Management Plan ................................................................................ 31
Introduction ................................................................................................................................................ 31
Stakeholder Management Strategy ............................................................................................................ 31
Identify Stakeholders .................................................................................................................................. 31
Definition of Stakeholder ............................................................................................................................ 32
Key Stakeholders ......................................................................................................................................... 32
Stakeholder Analysis ................................................................................................................................... 33
Stakeholder Analysis Matrix ....................................................................................................................... 34
Change Management Plan .......................................................................................................................... 37
Change Management Approach and Prioritization .................................................................................... 37
Definitions of Change .................................................................................................................................. 39
Change Control Board ................................................................................................................................. 39
Roles and Responsibilities ........................................................................................................................... 40

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Change Control Process .............................................................................................................................. 40
Risk Management Plan ............................................................................................................................... 42
Top Three Risks .......................................................................................................................................... 43
Risk Identification ....................................................................................................................................... 43
Risk Classification and Prioritization ........................................................................................................... 44
Risk Management Approach ....................................................................................................................... 45
Risk Response .............................................................................................................................................. 46
Risk Monitoring ........................................................................................................................................... 46
Risk Mitigation and Avoidance ................................................................................................................... 47
Risk Register ................................................................................................................................................ 47
Chapter 4 Implementation and Evaluation Methodology ..................................................... 48
Introduction ................................................................................................................................................ 48
Implementation Overview .......................................................................................................................... 48
Implementation Strategy by deliverable .................................................................................................... 49
Way ahead .................................................................................................................................................. 54
Evaluation Overview ................................................................................................................................... 55
Data collection Approach ............................................................................................................................ 55
Evaluation Rubrics ....................................................................................................................................... 58
Sponsor Acceptance .................................................................................................................................... 60
Appendix A-Final OPPM .................................................................................................................... 61
Appendix B-Risk Register ................................................................................................................ 62



5

Executive Summary

OVERVIEW

On January 01, 2014, Publix closed their Centerville store in Tallahassee Florida to commence a
comprehensive store renovation. Prior to closing, a large-scale customer-service survey was
completed to better understand the regions customers' regarding Publix products and services.
The results of the survey identified few customer service problems at the store, but the survey did
identify customer service opportunities for the Centerville store. For example, many customers
enjoyed the Whole Food's shopping experience because they could get coffee, beer, wine, and other
fast-casual food items during the shopping experience. In order to meet customer demands, Publix
decided to add coffee services to the local Centerville Publix store. Along with the customer
satisfaction survey, Publix' rationale for a Coffee Bar rests on the latest National Coffee Drinking
Study from the National Coffee Association (as cited in, "Coffee shop 2012," 2012).

40% of 18-24 year olds are drinking coffee each day
54% of adults age 25-39 reported drinking coffee each day
75% of U.S. adults drink coffee and 58% reported drinking coffee daily
In 2012, combined sales of coffee and tea at restaurant and drinking places is estimated
to total $18.7 billion
Strong increases in demand for specialty coffee drinks

Publix Coffee Bar will offer premium coffee, bakery and deli food items. The location will close for
approximately six months to conduct other renovations, and the Coffee Bar will be implemented
during that time. The coffee bar project's cost is approximately $100K, and initial estimates and
analysis indicate that revenues generated by the Coffee Bar will increase monthly store profits a
minimum of 5%. Assuming that the 5% increase estimation is accurate, the coffee bar cost will be
fully recovered within the first two years of operation.

ABBREVIATED SCOPE DESCRIPTION

Publix Coffee Bar will occupy approximately 800 square feet in the current Publix space,
eliminating the need to add on to the existing Publix structure. The Coffee Bar will require one
manager position and a minimum of two staff positions from 0800 A.M. until 1000 P.M. To ensure
project success, Awesome-r Consulting Firm has been hired to manage and execute the entire
Coffee Bar project. Awesome-r will be responsible for managing all aspects of the coffee bar
project: including sub-contractor management during design, construction and outfitting, coffee bar
employee training, marketing, and all grand opening preparations.

PROJECT PURPOSE/JUSTIFICATION

Publix continues to operate with a customer first approach, by providing a one-stop place to
grocery shop, and complete the myriad of personal errands. This is evident in the wide array of
services available to customers beyond grocery shopping. For example, Publix customers have
access to banking, bill pay, pharmacy, delicatessen, bakery, event planning and cooking classes.

6

Additionally, Publix has done very well in keeping up with current market trends such locally
grown, organic and sustainable foods, and non-food products.
PROJECT TEAM

Awesome-r Consulting Firm (ACF) is a privately held management consulting company founded
in 2000. The company looks for insightful innovative solutions to corporate problems and focus on
driving tangible results while making their clients more capable. ACF has approximately 150
employees and had revenues in 2010 of $2.4 million. ACF has partnered numerous industries
leaders e.g. Subway, AutoZone and Costco since its establishment and cemented our foothold in the
consulting business by being named one of the Top 10 Outstanding Consulting Firms Award by
Florida Business Journal, three years in a row (2011 - 2013).
PROJECT DESCRIPTION

Awesome-r Consulting Firm will first provide to Publix Centerville, a resource feasibility
analysis for the introduction of a coffee bar in the store. The project will then proceed to the
planning, build and launch of the coffee bar. This includes recommendations and interventions to
layout, organization structure, menu planning, training and staffing requirements, operations,
publicity and evaluation. The project will exploit, where possible, existing brands (Publix
Greenwise) and services (delicatessen and bakery) to support the launch of the Coffee Bar for cost
effectiveness.

PROJECT DELIVERABLES

Tasks completed
20 tasks, including five major milestones, were completed since the last report on 03/10/14. ACFs
project team delivered the following on time and on budget:

Business license & construction permits
Coffee Bar Design
Construction demolition
All construction phases
Manager and barista staffing

Tasks Added
No major tasks were added since the last report.

Tasks in Progress
Publix Coffee Bar is moving forward having completed all major construction activities, installation
of point of sale, and coffee roasting and brewing equipment. All major hires are complete. A
training firm was identified at the most recent training plan meeting held on 4/20/2014 and ACF
has arranged a tentative plan for managers and barista training, commencing 4/28/2014. The
training period is 14 days. Upon completion of training, managers and staff will return to an

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operational coffee bar to begin in-house training and evaluation. We are anticipating an on
schedule soft opening' to commence the week of 06/02/2014. Finally, significant preparation and
engagement of the marketing plan are well underway with an initial press release completed on
04/07/2014. The marketing teams have been uninterrupted in their operations and are moving
forward with flyer distribution, grand opening press release, advertising (TV, radio & print). ACF is
anticipating an on time and on budget delivery of the Publix Coffee Bar on 06/30/2014.

Project Management Plan Updates

The project manager has created a Project Management Plan, which is maintained using standard
control processes. The report is organized as follows:

Project Charter. This section lays out the objectives and broad framework for the project
and serves as an essential piece of document for communication and collaboration between
stakeholders and the project team.

Project Scope. The Scope Management plan lays down the necessary information and
procedures to be adhered to during the project, in terms of scope definition, validation,
measurement and change. In addition, it identifies who holds authority and responsibility
for scope management and who is responsible for accepting the final project deliverable
and approves acceptance. Additional funding requires approval from the project sponsor.
Execution of the Coffee Bar project plan will be independent of the current remodel in
progress for the remainder of the store; however, the project team will coordinate with the
larger remodel project to ensure timely completion without impeding other project
completion deadlines.

Stakeholder Management Plan. This section identifies and introduces the stakeholders for
the PUBLIX Coffee Bar project and discusses their various interests and level of influence on
the project. ACF conducted a stakeholder analysis to measure the power stakeholders
possess and the interest levels of each phase of the project. The purpose of this Stakeholder
Management Strategy is to effectively manage stakeholders in order to gain support, and
anticipate any potential resistance or conflicting interests among the projects stakeholders.

Change Management Plan. This section details the Change Management Plan. ACF
recognizes that projects are often subjected to change regardless of scale. The purpose of
this section is to inform all stakeholders on the process ACF will be instituting with regard
to the management of any change initiative.

Risk Management Plan. This plan documents the processes, tools and procedures that will
be used to manage and control those events that could have a negative impact on the
Publix Coffee Bar project. It is the controlling document for managing and controlling all
project risks. This plan will address:



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- Risk Management Approach
- Risk Identification
- Risk Monitoring
- Risk Contingency Planning
- Risk Mitigation and Avoidance
- Risk Tracking and Reporting (Risk Register)
<<The overall risk rating for this project is Medium. The combined Project Risk Rating is 3.06
on a scale from 1.0 to 5.0. The project risk score is the average of the risk scores of the most
significant risks to this project>>


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Chapter 1 Project Charter
Executive Summary
Overview:

Recently Publix closed their Centerville store in Tallahassee Florida for a comprehensive
remodel. Prior to closing, a large-scale customer-service survey was completed. The Regional
Manager and local store managers received survey results in June 2013, approximately one month
before the remodel. The survey identified only a few customer service problems at the store, but
the survey identified expanded customer service opportunities at the Centerville store. For
example, many customers enjoyed the Whole Foods shopping experience because they could get
coffee, beer, wine, and other fast-casual food items during the shopping experience. In order to
meet customer demands, Publix decided to add coffee services to the local Centerville Publix store.
The Coffee Bar will offer premium coffee, bakery and deli food items. The location will close for
approximately six months to conduct other renovations, and the Coffee Bar will be implemented
during that time. The coffee bar projects cost will be approximately $100K, and initial estimates
and analysis point to the coffee bar increasing monthly store profits by a minimum of 5%.
Assuming that the 5% increase estimation is accurate, the coffee bar cost will be fully recovered
within the first two years of operation.
Abbreviated Scope Description:

The Coffee Bar will occupy approximately 800 square feet in the current Publix space,
eliminating the need to add on to the existing Publix structure. The Coffee Bar will require one
manager position and a minimum of two staff positions from 0800 A.M. until 1000 P.M. To ensure
project success, Awesome-r Consulting Firm has been hired to manage and execute the project.
Awesome-r and Publix have decided to use existing Publix employees and conduct the remodel in
house. Awesome-r will be responsible for managing all aspects of the coffee bar project: including
sub-contractor management, coffee bar employee training, marketing, and all grand opening
preparations.
Project Purpose/Justification

Publix continues to operate with a customer first approach, by providing a one-stop place to
grocery shop, and complete the myriad of personal errands. This is evident in the wide array of
services available to customers beyond grocery shopping. For example, Publix customers have
access to banking, bill pay, pharmacy, delicatessen, bakery, event planning and cooking classes.
Additionally, Publix has done very well in keeping up with current market trends such locally
grown, organic and sustainable foods, and non-food products.


10

Business Need/Case

Competition among grocery stores is strong in the Tallahassee area. Publix seeks to regain
customers they might have lost to two newcomers, Whole Foods and Trader Joes, as well as
continue to weaken area interest in stores such as Earthfare, Fresh Market, and New Leaf
market. All of these stores offer some form of fast-casual food and beverage service.

There are 12 Publix grocery stores in the city of Tallahassee, Florida. All are operational
with the exception of the Centerville location, which is under renovation until June 2014. The
renovation will include the addition of a new service for customers a Coffee Bar.

Along with the customer satisfaction survey, Publix rationale for a Coffee Bar rests on the
latest National Coffee Drinking Study from the National Coffee Association (as cited in, "Coffee
shop 2012," 2012).

40% of 18-24 year olds are drinking coffee each day

54% of adults age 25-39 reported drinking coffee each day

75% of U.S. adults drink coffee and 58% reported drinking coffee daily

In 2012, combined sales of coffee and tea at restaurant and drinking places is
estimated to total $18.7 billion

Strong increases in demand for specialty coffee drinks (cappuccino, latte, Americano and
Macchiato)

Publix desires to exploit the growing opportunity in the coffee market. Additionally, this
coffee concept presents direct and new competition to similar services provided at Whole
Foods and Earthfare stores, who offer fast-casual food and beverage service. However, Publix
seeks to complete the one-stop shop by adding a neighborhood favorite Coffee Bar.
Customers can park the car one time and get a coffee, sort out errands, go to the bank,
pharmacy and shop from one central location.

Business Objectives

The business objectives for the project are aligned to Publixs desire to exploit the growing
opportunity in the coffee market as well to recapture market share that had been potentially
lost to competitors such as Whole Foods, Trader Joes, Earthfare, Fresh Market, and New Leaf
market. These are detailed in the following three objectives.

1. Rebranding of Publix with launch of Coffee Bar. The primary objective is to
launch the Coffee Bar as part of Publixs rebranding strategy. Publix Centerville is due to
reopen in June 2014 and will be used as a soft launch platform for the Coffee Bar
concept. The Coffee Bar is to be launched such that Publix stays relevant and appeals to
customers changing service demands.


11

2. Increase Revenue from Coffee Bar. Publix expects that the new Coffee Bar will
increase revenue through increased human traffic and by capitalizing on the growing
demand in the coffee market. The second objective is to launch the Coffee Bar as a
lucrative addition to Publixs comprehensive range of customer-orientated services.


3. Improve services to customers with added Coffee Bar services. Publix wishes
to address the business opportunity for offered services highlighted during the recent
customer survey report.. The third objective is to ensure that the design, management
and operation of the Coffee Bar meets customer demands and exceeds customer
expectations.
Project Team

Awesome-r Consulting Firm (ACF) is a privately held management consulting company founded
in 2000. The company looks for insightful innovative solutions to corporate problems and focus on
driving tangible results while making their clients more capable. ACF has approximately 150
employees and had revenues in 2010 of $2.4 million. ACF has partnered numerous industries
leaders e.g. Subway, AutoZone and Costco since its establishment and cemented our foothold in the
consulting business by being named one of the Top 10 Outstanding Consulting Firms Award by
Florida Business Journal, three years in a row (2011 - 2013).
Project Description

Awesome-r Consulting Firm will first provide to Publix Centerville, a resource feasibility
analysis for the introduction of a coffee bar in the store. The project will then proceed to the
planning, build and launch of the coffee bar. This includes recommendations and interventions to
layout, organization structure, menu planning, training and staffing requirements, operations,
publicity and evaluation.
1
The project will exploit, where possible, existing brands (Publix
Greenwise) and services (delicatessen and bakery) to support the launch of the Coffee Bar for cost
effectiveness.


1
While ACF is responsible for the layout, organization structure, menu planning, training and staffing
requirements, operations, publicity and evaluation of the Coffee Bar, discussions with Publix are
currently underway to ascertain if certain functions maybe be outsourced to existing Publix
departments.

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Project Objectives and Success Criteria

The project objectives have been developed with reference to the business objectives. For
the launch of the Coffee Bar in Publix Centerville to be successful, the following objectives must
be met within the allocated budget and timeline as per figure 1 below.




Figure 1: Project Timeline

Requirements

The following requirements from the client will be adhered to:

All renovation works will be carried out during non-operational hours and will not disrupt
existing operations. Building works will comply with the standards stipulated by building
and construction authority.

All raw ingredients procured for the production of hot beverage will comply with health and
safety regulations and will be sourced from Publixs inventory as much as possible.

Product names will not infringe current patents of competitors. Variety and price of
products will be similar or better than major competitors.

Color themes for the coffee bar will be the same as existing Publix decor. Coffee bar will also
adopt the same operating hours as the supermarket.


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All existing customer rewards program at Publix will be extended to the coffee bar.

Constraints

The following constraints pertain to the project:


Timely approval of building work permits. Draft proposal and application paperwork are
concurrently being prepared and will be submitted to City Council / relevant authorities for
review and approval by March 14, 2014.

Building Inspection. Operation of the coffee bar is subjected to a final inspection by the
building and construction authority upon completion. An initial inspection date will be
arranged in May 2014, prior to the projected launch in June 2014.

Inclement weather. In view of sporadic cases of intense winter weather, renovation works
may be delayed. Arrangements with Tallahassee Construction Pte Ltd (TC Pte Ltd) will be
made to include overtime hours as required.

Down payment. All initial costs for the project will have to be drawn from the down
payment paid to Awesome-r Consulting Firm by Publix.

Contractors. Publix has requested that building works be contracted to their business
partner (Tallahassee Construction Pte Ltd). Discussions with TC Pte Ltd are underway to
ascertain availability and costs.

Assumptions

Upon agreement and signature of this document, all parties acknowledge that these
assumptions are true and correct:

This project has the full support of the project sponsor, stakeholders, and all departments.
In addition, the purpose of this project will be communicated throughout the company prior
to deployment.

Major changes or decisions made during the project will be in consult with Regional
Manager of Publix. A monthly update on the progress of the project will be presented to the
Board.

The Publix Manager at Centreville will be the point of contact to Awesome-r Consulting
Firm and will provide on-site resources and information where necessary.

Publix employees may be required to assist with minor renovation works when needed.

Hiring / Staffing for the Coffee Bar will be fulfilled by Publix.


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Preliminary Scope Statement
The Publix Coffee Bar project will include the management of all construction, design,
business development, and implementation of the approved business concept. Awesome-r
consulting will manage the approved budget, allocating resources as appropriate for timely
project completion and effective implementation of the new business unit. Any additional
funding requires approval from the project sponsor. Execution of the Coffee Bar project plan
will be independent of the current remodel in progress for the remainder of the store; however,
the project team will coordinate with the larger remodel project to ensure timely completion
without impeding other project completion deadlines. Project completion will come when all
project objectives have been met. The culmination of the project objectives is the opening of the
coffee bar, which is the final objective and will signify completion of Awesome-r consulting
deliverables for the project.
Risks
The following risks have been identified for the Publix Coffee Bar project. The Awesome-r
consulting project manager will determine the appropriate risk mitigation/avoidance strategies
and employ them as appropriate to minimize the occurrence/effectiveness of these risks:

Potential time overruns due to concurrent remodel/construction projects within the store

Potential budget overruns due to expansion of time or scope of project

Initial soft opening does not draw sufficient customer base

Products and services do not address the deficiencies listed in the customer survey

Employees are not proficient operating coffee bar causing customer dissatisfaction

Health and Safety/Building inspections failed causing delays
Project Deliverables

The following deliverables must be met upon the successful completion of the Publix Coffee Bar
project. The project sponsor must approve any changes to these deliverables.

A fully deployed coffee bar that is visually attractive to customers, and designed for fast and
efficient food and beverage operations.

A full-time manager to oversee the daily operations for the Coffee Bar.

Trained baristas and employees needed to support Coffee Bar operations.

Marketing strategies necessary to build a solid base of loyal Publix customers, as well as
maximizing the sales of specialty coffee drinks (cappuccino, latte, Americano and
Macchiato).

Provide customers with quality coffee beverage service aimed at enhancing their Publix
experience.

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Summary Milestone Schedule
The project Summary Milestone Schedule is presented below. As requirements are more
clearly defined, this schedule may be modified. The project manager will communicate any changes
through project status meetings.

Summary Milestone Schedule List key project
milestones relative to project start.

Project Milestone Target Date
(mm/dd/yyyy)
Develop Project Plan 02/18/2014
Project Approval 02/23//2014
Project Start 02/24/2014
Design 03/03/2014
Construction 03/14/2014
Building & Health Permits, Licensing 05/05/2014
Menu Programming 04/09/2014
Equipment Programming 05/01/2014
Product/Vendor selection 05/01/2014
Training 05/01/2014
Pilot Opening 06/05/2014
Grand Opening 06/30/2014
Project Complete 06/30/2014
Summary Budget
The following table contains a summary budget based on the planned cost components and
estimated costs required for successful completion of the project.


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Summary Budget List component project costs

Project Component Component
Cost
Coffee Bar Premise Remodel & Bar Build Out $15,000
Three Premium Coffee Presses and Brew Stations $20,000
Point of Sale Register System $12,000
Start Up Inventory (Coffee Beans, creamer, utensils,
napkins, snacks, etc.)
$10,000
Training Costs $3,000
Employee Salary Costs per month (ongoing expense) $12,000
Pilot Test (products and staffing) $500
Marketing and Promotions (ad costs, signs, and 1 hr in
local television commercial time)
$6,000
Inspections and Licensing & legal fees $2,000
Awesome-r Consultant Fee $20,000
Total $100,500
2

Project Approval Requirements
Success for the Publix Coffee Bar project will be achieved when the Coffee bar is built, fully
functional, and operated by Publix employees. The term fully functional will require all coffee bar
equipment to be working in proper order, including the coffee machines, microwave, cash register
system, and sink. This is not an exhaustive list, so the store manager will complete an inspection
with an Awesome-r consulting firm representative, in which all equipment will be operated and
signed off as in proper condition.

For this project, the term operational will mean, that, at a minimum, a staff of one manager and
two baristas will be able operate all equipment, serve coffee from the coffee presses and brew

2
A 10% sinking fund is proposed to be catered for the project, subject to client approval. This fund will
be used to cover unforeseen increases in miscellaneous costs.

17

machines, and enter the sale in a POS cash register system. Additionally, the grand opening
marketing items must be successfully completed and documented as complete by Regional Publix
Manager. The Regional Publix Manager, Jim Klein, who will authorize completion of the project, will
also determine the projects success.
Project Manager
Jacob McMillan is named as the general Project Point of Contact for the duration of the Publix Coffee
Bar Project. All correspondence will be routed through Mr. McMillan or his team. His team,
consisting of four performance improvement specialists, including Mr. Darius Kwa, Mr. Spencer
Giam, Ms. Beth Holz, and Mr. Ed Herbst will serve as Project Manager (PM) for one of the five
phases per figure 2.

The PM for each phase is authorized to approve all budget expenditures up to, and including, the
allocated budget amounts. Any additional funding must be requested through the Regional
Manager, Jim Klein. The PM will provide weekly updates through face-face meetings or
teleconferences with the Store and Regional manager.

Figure 2: PMs for Project Phases
Project Phase Phase Start/Complete
Date
Project Manager
Phase I - Project
Initiation
20 Jan 14/18 Feb 14 Jacob McMillan
Phase II Planning &
Scope Development
19 Feb 14/11 Mar 14 Beth Holz
Phase III Stakeholder
Management Strategy
12 Mar 14/1 Apr 14 Ed Herbst
Phase IV
Implementation and
Evaluation
2 Apr 14/22 Apr 14 Spencer Giam
Phase V Final Project
Plan
23 Apr 14/29 Apr 14 Darius Kwa



AUTHORIZATION

Approved by the Project Sponsor: Regional Manager Jim Klein.

Date:


18

Chapter 2 - WBS and Schedule
Introduction

With the recent approval of the project charter, the Coffee Bar project will now enter its second
phase of development Scope Management Plan. The purpose of this document is to define the
scope framework for this project and will be presented via the following structure:

a) Scope Management Approach

b) Roles and Responsibilities

c) Scope Definition

d) Scope Statement

e) Work Breakdown Structure (WBS)

f) Scope Verification and Control Measures

g) Conclusion

Any project communication pertaining to the projects scope should and must adhere to the Scope
Management Plan. For changes and queries to / regarding document, please contact any member of
the project team from ACF.
Scope Management Approach

The Scope Management Approach lays down the necessary information and procedures to be
adhered to during the project, in terms of scope definition, validation, measurement and change. In
addition, it identifies the two key personnel who 1) hold authority and responsibility for scope
management and 2) responsible for accepting the final project deliverable and approves
acceptance.

Individual Project Managers (PM) for the various phases of the project will hold
authority and responsibility for scope management for their respective phase. Each PM must
be cognizant of the scope developments that took place before and after their respective phases.
The platform by which scope will be defined and referenced will be the Work Breakdown Structure
(WBS). A comprehensive list of Quality Checklists will be prepared and aligned with the scope of
the project. In the event that a change of scope is required, it will be initiated by the individual PMs
to the project sponsor for approval. This may be done during the bi-weekly meetings or monthly
updates to the Board. The project sponsor, will in turn, be the party responsible for accepting
and approving the scope and its associated deliverables. The complete scope management,
verification and control process is presented in more detail in a subsequent paragraph.
Project Governance Structure

To ensure that there is appropriate governance across all phases of the projects life cycle, a
governance structure will be instituted (See Figure 1). This structure serves to provide a visual

19

supplement to the organizational relationships between the client and ACF. It further allows the
client and host organization to identify key decision makers for the project.


Figure 1: Project Governance Structure

Roles and Responsibilities

It is of paramount importance and priority for stakeholders of the project to be aware of the
roles and responsibilities of one another. Clearly defined roles will not only facilitate work process
/ communications but also minimize scope overlaps. This section will capture the major roles and
responsibilities of the key players for the project. See Table 1 for details.


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Name Role Responsibilities
Mr. Jim Klein Sponsor - Approve or deny scope change requests as
appropriate
- Evaluate need for scope change requests
- Accept project deliverables
Ms. Beth Holz
3
Project
Manager
- Measure and verify project scope
- Initiate scope change requests
- Facilitate impact assessments of scope
change requests
- Organize and facilitate scheduled change
control meetings (biweekly or monthly)
- Communicate outcomes of scope change
requests
- Update project documents upon approval of
all scope changes
Mr. Jacob
McMillan
Team Member /
Client Liaison
- Measure and verify project scope
- Validate scope change requests
- Participate in impact assessments of scope
change requests
- Communicate outcomes of scope change
requests to team
- Facilitate team level change review process
Mr. Ed Herbst
Mr. Darius Kwa
Mr. Spencer Giam
Team Member(s) - Participate in defining change resolutions
- Evaluate the need for scope changes and
communicate them to the project manager
as necessary
Table 1: Roles and Responsibilities

The roles and responsibilities stated above are by no means exhaustive. Members of the project
team will assume the necessary roles of their colleagues when required. In addition, the PM for
each phase of the project will be required to document the various developments and changes in
scope that has transgressed in his / her tenure as PM. The handing / taking over the process of PM
must include these documents.
Scope Definition

The current scope of the project was derived from a needs analysis study conveyed for Publix in
a separate project handled by another project team from Awesome-r Consulting. The basis for the
needs analysis was referenced from the ISPI Human Performance Technology (HPT) Model as
shown in Fig. 2 below. Steps 0 through 3 were completed in the previous project and can be
considered precursors to the currently proposed scope of work (intervention

3
Ms. Holz is the PM for the current phase of the project (19 Feb to 11 Mar 14).

21

implementation). The scope for this project covers Step 4 (Intervention Implementation). For
more details / extant data on Steps 0 through 3, please approach the PM for archive access.


Figure 2: ISPI HPT Model
Project Scope Statement

The project scope statement provides a detailed description of the project requirements,
deliverables, constraints, assumptions, and acceptance criteria. Essentially, ACF will
manage the approved budget, allocating resources as appropriate for timely project completion
and effective implementation of the new business unit. Any additional funding requires
approval from the project sponsor. Execution of the Coffee Bar project plan will be independent
of the current remodel in progress for the remainder of the store; however, the project team
will coordinate with the larger remodel project to ensure timely completion without impeding
other project completion deadlines. The culmination of the project objectives is the opening of
the coffee bar, which is the final objective and will signify completion of Awesome-r consulting
deliverables for the project. See Appendix A for a complete breakdown of the project.


22


Project Requirements

Renovation work will be carried out during non-operational hours and will not disrupt
existing operations. Building works will comply with the standards stipulated by building
and construction authority.

All raw ingredients procured for the production of hot beverages will comply with health
and safety regulations and will be sourced from Publixs inventory as much as possible.

Product names will not infringe current patents of competitors. Variety and price of
products will be similar or better than major competitors.

Color themes for the coffee bar will be the same as existing Publix decor. Coffee bar will
also adopt the same operating hours as the supermarket.

All existing customer rewards program at Publix will be extended to the coffee bar.

Project Deliverables

A fully deployed coffee bar that is visually attractive to customers, and designed for fast and
efficient food and beverage operations.

A full-time manager to oversee the daily operations for the Coffee Bar.

Trained baristas and employees needed to support Coffee Bar operations.

Marketing strategies necessary to build a solid base of loyal Publix customers, as well as
maximizing the sales of specialty coffee drinks (cappuccino, latte, Americano and
Macchiato).

Provide customers with quality coffee beverage service aimed at enhancing their Publix
experience.

Constraints

Timely approval of building work permits. Draft proposal and application paperwork are
concurrently being prepared and will be submitted to City Council / relevant authorities for
review and approval by March 14, 2014.

Building Inspection. Operation of the coffee bar is subjected to a final inspection by the
building and construction authority upon completion. An initial inspection date will be
arranged in May 2014, prior to the projected launch in June 2014.

Inclement weather. In view of sporadic cases of intense winter weather, renovation works
may be delayed. Arrangements with Tallahassee Construction Pte Ltd (TC Pte Ltd) will be
made to include overtime hours as required.

Down payment. All initial costs for the project will have to be drawn from the down

23

payment paid to Awesome-r Consulting Firm by Publix.

Contractors. Publix has requested that building works be contracted to their business
partner (Tallahassee Construction Pte Ltd). Discussions with TC Pte Ltd are underway to
ascertain availability and costs.

Assumptions

This project has the full support of the project sponsor, stakeholders, and all departments.
In addition, the purpose of this project will be communicated throughout the company prior
to deployment.

Major changes or decisions made during the project will be in consult with Regional
Manager of Publix. A monthly update on the progress of the project will be presented to the
Board.

The Publix Manager at Centreville will be the point of contact to Awesome-r Consulting
Firm and will provide on-site resources and information where necessary.

Publix employees may be required to assist with minor renovation works when needed.

Publix will assist ACF to fulfill hiring / Staffing for the Coffee Bar.

Acceptance Criteria

The acceptance criteria for the project are mainly based on the deliverables as mentioned
preciously. In addition, quality checklists and work performance measurements will be
administered to the Coffee Bar. In terms of project parameters, the entire project must not exceed
the costs stipulated in the budget (including 10% sinking fund) as well as the stipulated deadline. It
would also be wise for the project team and client to breakdown acceptance processes together
with major project milestones. This will not only provide constant formative evaluation on the
deliverables and its associated standards but also provide a check-and-balance measure to ensure
the successful completion of the project on time.

Work Breakdown Structure
1. PUBLIX Coffee Bar Build Out
1.1 Initiate
1.1.1 Develop Project Charter
1.1.2 Deliverable: Project Charter Approval Meeting and Charter Approval
1.1.3 Milestone: Submit Project Plan & Receive Approval
1.1.4 Milestone: Project Team and Local Store Kickoff Meeting
1.1.5 Milestone: Receive Necessary Business and Health License


1.2 Design
1.2.1 Create & Submit Coffee Bar Blueprint
1.2.2 Coffee Bar Blueprint Approval
1.2.3 Order all Materials in Accordance with Blueprint & Coffee Bar Materials

24

List
1.2.4 Inventory all Materials

1.3 Construction
1.3.1 Pre-construction Demolition
1.3.2 Plumbing & Electrical Install
1.3.3 Milestone: Plumbing & Electrical Inspection
1.3.4 Coffee Bar Build Out
1.3.5 Coffee Bar Display Build Out
1.3.6 Install Coffee, Cash Register, & Kitchen Equipment

1.4 Menu Development
1.4.1 Conduct Consumer Research and Submit Menu Plan to PUBLIX Regional
Manager
1.4.2 Milestone: Menu Approval
1.4.3 Procure Menu Products
1.4.4 Stock Coffee Bar

1.5 Staffing
1.5.1 Advertise New Position within Current Publix Employee Network
1.5.2 Conduct Interviews in Conjunction with Store Manager
1.5.3 Complete Hiring Process

1.6 Training
1.6.1 Choose Training Firm
1.6.2 Oversee Training
1.6.3 Milestone: Conduct In-House Final Training
1.6.4 Milestone: Conduct Pilot Opening with Newly Trained Staff

1.7 Grand Opening
1.7.1 Submit Grand Opening Plan for Approval
1.7.2 Advertise Grand Opening
1.7.3 Milestone: Grand Opening

1.8 Control
1.8.1 Project Management
1.8.2 Project Status Meetings
1.8.3 Risk Management
1.8.4 Update Project Management Plan

1.9 Closeout
1.9.1 Audit Procurement
1.9.2 Document Lessons Learned
1.9.3 Update Files/Records
1.9.4 Archive Files/Documents


25


WBS Dictionary

The below table outlines each WBS task with a definition, effort level, and risk level. In
addition, the major tasks have costs for the total of all subtasks for each phase. This will ensure the
project team members remain within each phases budget; however, the WBS does not address all
costs, so the project team must remain within the budget outlined in the Project Charter, as well.

WBS
NR
Element Name Definition Effort
Level, 1-
5 scale
(1=
least)
Risk
Leve
l
Cost
1.1 Initiate Tasks needed prior to project kickoff,
including project charter approval,
meetings, and proper licensing
4 High $6.25
K
1.1.1 Develop Project
Charter
Project team works with stakeholders to
draft charter and fully define project scope
4 High
1.1.2 Project Charter
Approval
Present project charter at meeting and
receive approval to move forward on
project
2 High
1.1.3 Submit Project
Plan
Draft all planning documents 4 High
1.1.4 Project Kickoff
Meeting
Facilitate project kickoff meeting and
review plan with local store
1 Low
1.1.5 Receive
Necessary
Licenses
Coordinate and receive health permits and
update business licenses
3 High
1.2 Design All tasks associated with designing the
coffee bar and ordering and inventorying
materials
3 High $42K
1.2.1 Create & Submit
Coffee Bar
Blueprint
Utilize necessary software and create coffee
bar blueprint for PUBLIX approval
3 Med
1.2.2 Blueprint
Approval
Facilitate meeting and receive blueprint
approval
1 Low
1.2.3 Order Materials Order all materials IAW blueprint to
complete build out and order coffee bar
2 Med

26

material list
1.2.4 Inventory all
Materials
Once materials are received inventory and
properly store all materials. Set up proper
security and control methods
3 High
1.3 Construction This phase includes the remodel of the
PUBLIX space and the build out of coffee
bar
5 Med $15K
1.3.1 Pre-Construction
Demolition
Clear and clean space/area of future coffee
bar
1 Low
1.3.2 Plumbing &
Electrical Install
Install all necessary plumbing and electrical
IAW the blueprint
2 Med
1.3.3 Plumbing &
Electrical
Inspection
Coordinate plumbing and electrical
inspection prior to build out
1 High
1.3.4 Coffee Bar Build
Out
Construct coffee bar, including fridge, sink,
bar, etc.
3 Med
1.3.5 Coffee Bar
Display Build Out
Build menu display, snack display, etc. 3 Low
1.3.6 Install
Equipment
Install Coffee, Register, and other kitchen
equipment
3 Low
1.4 Menu
Development
Team works with stakeholders to develop
desired menu items
4 Med $10K
1.4.1 Conduct
Consumer
research/submit
menu
Market research to determine offerings of
competitors and desires of customer base.
4 Low
1.4.2 Menu approval Stakeholder approval of selected items 2 Low
1.4.3 Procure Menu
products
Work with vendors to procure required
raw materials for product offerings
3 Low
1.4.4 Stock Coffee Bar Prepared new space for operations 3 Med $10k
1.5 Staffing Interview/hire new employees 5 Med
1.5.1 Advertise new
position within
Publix network
Create robust applicant pool of oriented
Publix employees. Reduces training costs of
bringing in new employees
3 Low

27

1.5.2 Conduct
Interviews
Narrow applicant pool to desired number of
qualified candidates
4 Med
1.5.3 Complete Hiring
Process
Select approved applicants for coffee bar
positions
2 Med
1.6 Training Develop training to meet performance
needs of new operations
5 Med $3k
1.6.1 Choose Training
Firm
Select qualified and capable firm to meet
specific training needs
3 Med
1.6.2 Oversee training Monitor training program to ensure needs
are being met
3 Low
1.6.3 Conduct Final in-
house training
Ensure all employees acquire all requisite
skills needed to perform
3 Med
1.6.4 Conduct pilot
opening
Soft opening to ensure all operational
issues are addressed prior to grand opening
5 Low
1.7 Grand Opening Official full-scale commencement of
operations.
5 High $6K
1.7.1 Submit Grand
Opening Plan
Provide stakeholder plan for comment and
review
3 Low
1.7.2 Advertise Grand
Opening
Reach target market with strategic
marketing strategies
4 Med
1.7.3 Milestone: Grand
Opening
Execute Grand Opening Plan 5 High
1.8 Control Overall Management of the project 5 Med $20K
1.8.1 Project
Management
Manage all functions and operations of the
project
5 Med
1.8.2 Project Status
Meetings
Periodically Inform stakeholders of
progress of project milestones
3 Low
1.8.3 Risk
Management
Manage risks to ensure project success 4 High
1.8.4 Update Risk
Management
Plan
Adjust risk management plan as new risks
are identified or interventions are utilized
2 Med
1.9 Closeout Finalize project functions/tasks 4 Med $1.5K

28

1.9.1 Audit
Procurement
Ensure all accounts have been satisfied 3 Low
1.9.2 Document
Lessons learned
Track useful methodologies for
implementation on future projects
3 Low
1.9.3 Update
files/records
Complete all forms of documentation prior
to storage
2 Low
1.9.4 Archive
files/documents
Store all documents for future audit or
reference
1 Low

Scope Verification and Control Measures

Scope Verification. As this project progresses individual PMs will verify interim project
deliverables against the original scope as defined in the scope statement, WBS and WBS Dictionary
for their particular phase of the project. Once this is done, the PM and Sponsor will meet for formal
acceptance of the deliverable. During this meeting, the PM will present the deliverable to the
Project Sponsor for formal acceptance. The Project Sponsor will accept the deliverable by signing a
project deliverable acceptance document. This will ensure that project work remains within the
scope of the project on a consistent basis throughout the life of the project. See Figure 3 for details.

Scope Control. To ensure executive control over major project parameters, the PM, as well as
the project sponsor, will manage scope control. To this end, the WBS and scope statement in this
document will be heavily referenced. In the event that changes to the scope are required, any
member of the team as well as the project sponsor may initiate this request formally to the PM.
Thereafter, this request will be accompanied with a feasibility study and cost-benefit analysis in
order to allocate resources efficiently and not impede the momentum of project development. The
project sponsor will hold the final authority to accept or deny a change in scope, in consult with the
PM.

29


Figure 3: Scope Management Model

30

Conclusion
As the project enters its second phase, the Scope Management Plan serves to define the
framework of the scope for the project. This content discussed in this document is by no means
exhaustive and must be updated accordingly as the project progresses. With the approval of the
Scope Management Plan, the project team will proceed with the third phase of the project.
SPONSOR ACCEPTANCE
Approved by the Project Sponsor:


Mr. Jim Klein
Regional Manager, Publix

Mar 11 2014



31

Chapter 3 -Stakeholder Management Plan

Introduction
The purpose of the following plan is to create a process by which Awesome-r Consulting Firm (ACF)
and key stakeholders will interact and communicate, manage change, and address risks during the
coffee bar project. This document is organized in three sections. First, the Stakeholder Management
Strategy clearly identifies each stakeholder and defines the stakeholders role in the coffee bar
project. Secondly, this plan outlines a change management procedure to be followed by ACF and
stakeholders designed to define change and manage change properly. Finally, this plan identifies
the major risks associated with the coffee bar project and presents a plan of action to minimize the
most significant risks.
Stakeholder Management Strategy
This section identifies and introduces the stakeholders for the PUBLIX Coffee Bar project and
discusses their various interests and level of influence on the project. ACF conducted a stakeholder
analysis to measure the power stakeholders possess and the interest levels of each phase of the
project. The purpose of this Stakeholder Management Strategy is to effectively manage
stakeholders in order to gain support, and anticipate any potential resistance or conflicting
interests among the projects stakeholders. To present this strategy, we will structure the document
into the following segments:
Identify Stakeholders. The methodology and selection criteria of stakeholders will be discussed.
The product of this segment will be a comprehensive list of stakeholders associated with the
project.
Key Stakeholders. Key stakeholders may require more communication and management
throughout the projects lifecycle and it is important to identify them to seek their feedback.
Stakeholder Analysis. The project team will analyze the list of identified stakeholders, and propose
ways to categorize them according to their level of impacts (e.g., power, influence, and project
involvement).
Identify Stakeholders
Identification of stakeholders is the first step in this meta-strategy for project management. The
project team conducted an internal brainstorming session to 1) establish the criterion/definition of
a stakeholder and 2) identify all stakeholders (major or minor) involved in the project. This
identification process will also be iterative as existing ones often identify new stakeholders. The
project team will work with the project sponsor to continually manage stakeholders and ascertain
their perceived role/impact to the project.

32

Definition of Stakeholder
Stakeholders are persons or organizations (e.g., customers, sponsors, performing organization, or the
public), who are actively involved in the project or whose interests may be positively or negatively
affected by the performance or completion of the project
4

The project team will reference PMIs definition of a stakeholder, and developed the following
criteria to determine if an individual/group will be included as a stakeholder:
1) Will the person or their organization be directly or indirectly affected by this project?
2) Does the person or their organization hold a position from which they can influence
the project?
3) Does the person have an impact on the projects resources (material, personnel,
funding)?
4) Does the person or their organization have any special skills or capabilities the
project will require?
5) Does the person potentially benefit from the project or are they in a position to resist
this change?
Individuals/groups that meet any of the criteria above will be considered as a stakeholder for the
project. In addition, the project team will further classify stakeholders into external and internal
parties to facilitate communication and stakeholder management.
Key Stakeholders
From the list of stakeholders determined above, the following criteria will be used in conjunction
with the develop list (from the previous section) to identify key stakeholders of the project:
1) Does the person or their organization potentially have the most influence / be most
affected by this project?
2) Does the person or their organization potentially pose significant resistance to
change brought about by the project?
3) Does the person or organization require more communication and management
throughout the projects lifecycle?
Once key stakeholders have been identified, the project team will proceed to develop a plan to
constantly obtain their feedback on their desired level of participation, frequency and type of
communication, and any concerns or conflicting interests they may have. In terms of
communication and protocol, individual Project Managers will be the liaison to the group of key
stakeholders for the respective phases.

4
Adapted from PMI

33

Stakeholder Analysis
To conduct stakeholder analysis, the project team will utilize a power/interest grid (See Fig. 1) to
categorize/classify the entire list of stakeholders.
Figure: 1 Power Interest Grid
5


The grid is constructed via two axes influence/power and interests. Stakeholders may be
categorized into one of the four quadrants illustrated above. The respective stakeholder
management plan for each quadrant is as follows:
Meet their needs. This group of stakeholders (e.g. construction companies, marketing firms)
possesses expertise knowledge/resources crucial to the success of the project, but may not have
substantial vested interests in the project.
Least important. This group represents stakeholders who have less influence and interests over the
project (e.g. ground level Publix employees and ancillary staff). The project team will utilize general
communication platforms such as e-mail, telephone conversations to maintain necessary linkages
with this group, and keep them up to date with salient information on the progress of the project.
Key player. This group of stakeholders will most likely be involved in the majority of decision-
making processes or in charge of policy/governance related issues. They include our project
sponsor, Publixs executive management committee and the branch manager of Publix Centreville.

5
Bryson, 1995

34

The project team will focus our efforts on this group and engage them in constant and regular
meetings/updates.
Show consideration. These groups of stakeholders are potential supporters/goodwill ambassadors
for the project (e.g. nearby resident communities, work place / offices etc.). To this end, the project
team will endeavor to solicit their contribution to the project by capitalizing on low-risk areas for
collaboration. Marketing efforts will also be extensively applied to this group.
Stakeholder Analysis Matrix
The chart below will be used to establish stakeholders and their levels of power and interest for use
on the power/interest grid as part of the stakeholder analysis. (For both power and interest, a scale
of 1 5 is used, with 1 being the least significant and 5 having the greatest significance. The
quadrant that stakeholder is categorized into is the same as Fig. 1)
Table 1: Power/Interest Table
Key Organization Name Power (1-5) Interest (1-5)
A Regional Mgt - Operations
(Internal)
Jim Klein 5 5
B Store Mgt (Internal) A. Darabi 4 4
C Marketing (Internal) Kim Zhang 4 2
D Training (Internal) Tiffany Chia 3 3
E Operations Publix
Centerville (Internal)
Felicia Chan 3 5
F Construction (External) Kayla Kwa 3 5
G Trial Customer (External) Mikaela Giam 2 3
H Building Construction
(External)
Caleb Ng 5 3
I Centerville Resident
Committee (External)
Naomi Goh 2 3
J Shift Managers - Publix
Centreville (Internal)
John Smith 2 4
K Other Employees Publix
Centreville (Internal)
See PUBLIX employee
directory
1 2


35

From the chart above, the stakeholder analysis matrix (below) will capture stakeholder concerns,
level of involvement, and management strategy based on their respective categories. The
stakeholder analysis matrix will be reviewed and updated throughout the projects duration to
capture new concerns or stakeholder management strategy efforts.
Table 2: Stakeholder Analysis Matrix
Stakeholder Concerns Quadrant Strategy
A Ensuring project completion
by stipulated date and on /
under budget
Key Player Constant meetings / discussion to
game through major decisions.
Regular updates to executive
management board.
B
C Having sufficient time and
resources to permeate
marketing efforts
Meet their
needs
Vet through marketing strategy
and allocate resources first.
Continue to update marketing on
the progress and development of
construction so that they may sync
their marketing efforts to it.
D Knowing the operational
requirements of the Coffee
Bar and establishing Key
Performance Indicators
Key Player Link up with Training Officer of
ACF for collaborative efforts to
designing ADDIE-specific training
program
E Ensuring the construction
does not affect daily
operations
Key Player Involve her in all meetings and
keep her up to date with all
changes so that she may pre-empt
/ de-conflict issues on the ground
F Ensuring raw materials
arrive on time and building
schedule is on-time and
building quality is up to par
Key Player Assigning one team member to be
the Point of Contact with
construction firm and Building
Construction Authority (preferably
with relevant experience in
construction)
G Coffee Bar is fully
operational during trial and
leaving time (between trial
and actual opening) for
improvements
Show
consideration
Solicit feedback from the start on
possible areas for improvement
based on experience and ballpark
a time required to implement
solutions, working backwards
from the official opening date.

36

H Building Quality is up to par
in terms of safety and
regulations
Meet their
needs
Arrange for regular inspections
before the official inspection date.
Set aside funds for over-time work.
I Renovation work could
create unnecessary noise /
dust around their residence
Show
consideration
Carry out renovation only during
working hours. Send out fliers /
posters to inform and apologize for
inconveniences. Provide coupons
for opening day specials / door
busters.
J Ensure proper handing /
taking over of work site
Show
consideration
Provide proper documentation
and system for handing / taking
over.
K Noisy and unhealthy
working environment
Least
Important
Provide facial masks to block out
dust, ear plugs for noise where
possible


37

Change Management Plan
This section details the Change Management Plan. ACF recognizes that projects are often subjected
to change regardless of scale. The purpose of this section is to inform all stakeholders on the
process ACF will be instituting with regard to the management of any change initiative. The
proposed strategy for managing change is presented in the following sub-sections.
Change Management Approach. The approach to how change is identified, prioritized,
executed and managed is described in this section.
Change Control Board. The roles and responsibilities of personnel responsible for the proposal and
approval of change initiatives are explained in this section.
Change Control Process. The process of ensuring that change occurs in a controlled and
systematic manner is detailed in this section.
Change Management Approach and Prioritization
To ensure that ACF adopts a consistent approach towards change, the project team will be adhering
to the following change management approach in dealing with all change initiatives. The change
management approach proposed for the Publix Coffee Bar Project is premised on an objective Cost
and Benefit Matrix (See Fig 2). The matrix determines the priority and approach strategy for change
proposals. As change proposals are identified in the course of the project, the matrix aides in
classifying the change, determines how the project team goes about communicating the change, and
facilitates change decision-making.






Figure 2: Change Management Approach

The change management approach allows ACF to classify the changes and determine the
management approach strategy. Benefit is defined as changes to the scope as deem beneficial and
necessary by the sponsor and the client. Cost is defined as resource implications to schedule and
budget.

Archival Collaborative
Consultative Communicative
C
o
s
t

/

I
m
p
a
c
t


Expected Benefit

38

Archival Approach. Where changes are deemed to be high in cost and low in benefit, they will be
documented and archived as proposals.
Collaborative Approach. Where proposed changes are determined to be high in cost and high in
benefit, ACF will collaborate with stakeholders to implement the change in the most optimal
manner possible.
Consultative Approach. Where proposed changes are determined to be low in cost and low in
benefit, ACF will begin consulting affected stakeholders to determine applicability and feasibility.
Post consultations may elevate the benefit of the proposed change.
Communicative. Where proposed changes are determined to be low in cost and high in benefit, ACF
will seek immediate approval for implementation.

In addition, once ACF categorizes change requests based on the above model, ACF will then use an
adapted model from Dunphy and Staces (1992) Typology of Change (See Fig 3) to prioritize the
change. As proposed changes are identified and defined, they are broadly categorized as either
Incremental or Transformational types. Incremental changes can be incorporated into the project
with little or no impact to time and money by optimizing the resources and project activities.
Transformational changes, such as scope related changes, will involve more deliberate planning
and management of resources and activities.
Figure 3: Categories for Change
C
a
t
e
g
o
r
y

Incremental Transformational
CAT 1: High Impact to Benefit/Necessity
Low Impact to Budget/Schedule
CAT 2: High Impact to Benefit/ Necessity
High Impact to Budget/Schedule
CAT 3: Low Impact to Benefit/Necessity
Low Impact to Budget/Schedule
CAT 4: Low Impact to Benefit/ Necessity
High Impact to Budget/Schedule

ACF will prioritize proposed changes according to its allocated Category. CAT 1 changes are given
the highest priority and will be expedited accordingly. Prioritization follows with CAT 2, CAT 3 and
finally CAT 4. While this section only discusses change across the variables of cost and benefit, ACF
will further determine the feasibility of any proposed change with reference to the Risk
Management Plan (detailed in a subsequent section). Categorizing the change and prioritizing the
change will expedite the change process allowing necessary changes to be communicated and
addressed immediately.

39

Definitions of Change
When there are deviations from the approved project scope and work breakdown structure,
implications to scope, budget, and schedule may occur. Changes may affect one or more of these
factors. This section serves to explain what these factors are and how they relate to the Change
Management approach.
Scheduling: Changes associated to scheduling will impact the approved project schedule.
Depending on the impact to the schedule, the schedule may be optimized to incorporate the
change, or a complete re-scheduling of the project may be required.
Budget: Changes associated to budget will impact the approved project budget and the
availability of funds for the different phases of the project. Depending on the impact to the
overall project budget, funds can be reallocated, or a re-approval of a new budget may be
required.
Scope: Changes associated to scope will impact types of work and final deliverables of the
project. Depending on how beneficial and necessary the proposed changes is, fine-tuning
can be implemented to incorporate the change, or a revision to the scope statement and
work breakdown structure may be required. Changes associated with scope will often
implicate budget and schedule as well.
Change Control Board
This section describes the purpose, roles and responsibilities of the Change Control Board. It
identifies the board members and the individual roles and responsibilities involved with regard to
change management. The Change Control Board (CCB) is the final approval authority for all
proposed changes for the Publix Coffee Bar project. The CCB serves to review, prioritize, and
evaluate change request and will also define how the proposed change impacts project scope, cost,
and schedule. Once evaluated, the CCB will approve or disapprove changes. The CCB for the Publix
Coffee Bar project comprises the following members.

Table 3: Change Control Board List
Name Position CCB Role
Jim Klein Regional Manager (Publix) CCB Chair
A. Darabi Publix Store Manager (Publix) CCB Co-Chair
Beth Holz Project Manager (ACF) CCB Secretary
Felicia Chan Operations Manager (Publix) CCB Member
Tiffany Chia Training Manager (Publix) CCB Member

40

Jacob McMillan Client Liaison (ACF) CCB Member
Spencer Giam Project Operations Lead (ACF) CCB Member
Darius Kwa Building & Construction Lead (ACF) CCB Member
Ed Herbst Project Financial Officer CCB Member

Roles and Responsibilities
Unplanned changes are often proposed during the execution phase of the project, ACF deems it
critical that the roles and responsibilities be clearly described in order to set expectations and
facilitate smooth work processes. The roles and responsibilities for key members for the
management of change related issues are as follows:
Project Sponsor. The project sponsor, Mr. Klein, will be the de-facto chairman of the CCB. The
project sponsor is the approving authority for all CAT 2-4 changes to the budget, schedule, and
scope of the project. The store manager, A. Darabi, has CAT 1 approval authority.
Project Manager. The project manager is the secretary of the CCB and assists the project sponsor in
collating all proposed changes from stakeholders. The project manager will lead the project team in
the initial categorization and cost/benefit analysis of the proposed change prior to any CCB
meeting. On the basis of the assessment, the project manager will make objective recommendations
to CCB for the approval or rejection of the proposed change.
Project Team/Stakeholders/Change Initiators. Only project team members and key stakeholders
are authorized to propose changes to the project. Change request raised from non-CCB personnel
will require a member sponsorship from one of the members of CCB. The project team will
provide information and details of the proposed change to the CCB (See Change Control Process for
Change Proposal Checklist).
Change Control Process
All proposed changes to the Publix Coffee Bar Project will adhere to the following change control
process. The process is designed to effectively identify, categorize, assess and implement proposes
changes during the course of the project. See Fig 4 for details.


41

Figure 4: Change Control Process



















Change
Request
Sponsored
by CCB
member?
All required
information clarified
Information Checklist

- Description of change
- Impact to scope
- Impact to cost
Impact
to
Benefit
Impact
to
Budget
Impact
to
Budget
Seek
Sponsor
Communicate to all affected stakeholders
C
A
Yes
Yes
High Low
High
C
A
Low Low
High
C
A
C
A
Change Request Documentation Expedited Change Request
Change
Approved
?
Cost Benefit Analysis
Communicate to Influence
Ad-Hoc CCB Conferred
Change Request Documentation
Consultative Cost Benefit
Analysis & Feasibility Study
Collaborative Cost Benefit
Analysis
Resource Reallocation Plan
Risk Mitigation Plan
Presentation & Review of
Change at Scheduled CCB
Archive
Change
Docs
No
No
Yes
Allocate Resources
Implement Change & Fortnightly Update
to CCB & Client

42

The Change Control Process is presented as an integrated flow-chart model that infuses the three
stages of Categorization, Evaluation & Approval and Implementation. As proposals are categorized
into their corresponding change category, the proposals will be assessed in accordance to their
priority. Once a decision is made at CCB, the change will be either implemented or be archived as
part of a complete documentation process. This ensures that all changes receive adequate attention
and are planned for optimal impact to the project. The project manager has overall responsibility
for executing the change management process and will ensure that all proposals comply with the
procedures stated.
Risk Management Plan
ACF provides this risk management plans to establish a framework in which the project team will
identify risks and develop strategies to mitigate or avoid risks common to myriad projects. In
general, capital projects
1
present enormous challenges to project scope, time and cost. Adding to
these challenges, ACF conducted research
2
, and found that new entrants to the retail coffee industry
routinely suffer from being unprepared for operations beyond initial opening. This lack of foresight
often results in poor customer service, poor product quality, leading to few, if any, repeat
customers. Therefore, ACF will double down its efforts to mitigate risks through appropriate
command and control measures throughout all phases of construction and start-up efforts. Beyond
the construction phase, ACF is equally focused on ensuring Publix Coffee Bar management and staff
can maintain a high-level product and superior customer service, and in turn enjoy the benefits of
return visits, positive word-of-mouth advertising and increased revenues. While controlling initial
costs are of the utmost importance, ACF also recognizes the importance of the Coffee Bars visual
appeal and customer service on first time customers. ACF will work closely with stakeholders to
ensure that risks to the Coffee Bar project are dealt with appropriately.
This plan documents the processes, tools and procedures that will be used to manage and control
those events that could have a negative impact on the Publix Coffee Bar project. It is the controlling
document for managing and controlling all project risks. This plan will address:
Risk Management Approach
Risk Identification
Risk Monitoring
Risk Contingency Planning
Risk Mitigation and Avoidance
Risk Tracking and Reporting (Risk Register)

The overall risk rating for this project is Medium. The combined Project Risk Rating is 3.06 on
a scale from 1.0 to 5.0. The project risk score is the average of the risk scores of the most
significant risks to this project.

43

The ACF team has established a very solid foundation from which to perform Risk Management by
providing a high level of accuracy and completeness in the following previous project plan
elements:
Work scope, schedule, resources, and cost elements via completed and accepted project
charter, project scope and WBS
Established baseline reporting requirements to occur at monthly intervals
Defined Risk Management Roles and Responsibilities, included in both the project scope
document as well as this document
Developed Stakeholder and Communications plan to ensure risk is communicated and dealt
with appropriately
Developed a change management process to initiate changes while avoiding risk
Top Three Risks

Risk Identification
In addition to the necessary attention given to the project deliverables, assumptions, constraints,
WBS, and other charter and scope documents, the project manager held a brainstorming session
and concluded with a risk assessment meeting with stakeholders to identify the initial project risks.
It is important to point out in this document, that Risk Management is not a static event and as such,
ACF has adopted a risk identification philosophy that champions engagement and action at all levels
at all times. Although the responsibility for managing risk is shared among all the stakeholders of
Scope Creep
Inherent to all projects are the risks associated with scope creep. Generally this
occurs due to poor analysis, communication, misunderstanding of project
complexity, and lack of change control. To mitigate this risk the project
manager will work closely with stakeholders and follow established change
management procedures.
Sub-contractor mismanagement of schedule and budget
Project execution reilies on sub-contractors who can deliver on-budget, on-
schedule, and meet quality and performance specifications. To mitiate sub-
contractor risk, ACF will use a pre-qualification process for all subcontractors
and develop a sub-contractor agreement that stipulates the scope of work, change
orders, timeline, compliance, and guarantee of work.
Customers don't like product or service
Customer satisfaction is paramount to Coffee Bar success. While personal choice
is subjective in nature, the PM will ensure that through research and literature is
reviewed regarding the design and aestetics, equipment, and ingredients prior to
purchasing. Additionally, a one-week soft opeing perior will be used to enhance
barista profieciency and test product quality.

44

the Publix Coffee Bar project, decision authority rest solely with the Project Manager. Table one
details specific responsibilities and aspects of risk management information and decision flow.
Risk Classification and Prioritization
Classification and prioritization will be used to determine what risks to respond to and which risks
can wait. The project team determined severity of the risks using two factors: probability and
impact. The project manager utilized a probability-impact matrix, Table 2, to classify risks.
Table 4: Probability-Impact Matrix
Probability of Occurrences Catastrophic Critical Moderate Minor Negligible
Definition Meaning Value (A) (B) (C) (D) (E)
High greater
than 70%
chance
- Occurs
frequently
-Action must
be taken to
change events


5


5A


5B


5C


5D


5E
Medium
between 50
and 70%
chance
- Occur
relatively
frequently and
must be
assessed


4


4A


4B


4C


4D


4E
Intermediate
between 30
and 50 %
chance
- Occurs
sporadically
and should be
communicated
with team






3

3A

3B

3C

3D

3E
Low between
10 and 30%
chance
- Unlikely to
occur

2

2A

2B

2C

2D

2E
Improbable
below 10%
chance of
occurring
- Highly
unlikely to
occur

1

1A

1B

1C

1D

1E

5A, 5B, 5C, 4A, 4B, 3A are High Risks
5D, 5E, 4C, 4D, 4E, 3B, 3C, 3D, 2A, 2B, 2C, 1A, 1B are Medium Risks
3E, 2D, 2E, 1C, 1D, 1E are Low Risks


45

The project manager, with input from the project team and stakeholders, will assess the probability
and impact occurrence for each identified risk using the above matrix. When communicating risk,
ACF will use a simple phrase based on the matrix to describe risk, such as Catastrophic High. The
below table gives some examples of risk qualification:

Figure 5: Example Risk Classification Table

Risk Management Approach
The project manager, project team and project stakeholders will identify risk, assess risk, and
respond to risk throughout the lifecycle of the project. Those risks that are most probable and have
the highest impact have been added to the OPPM. Risk managers, as assigned, will identify risks
and respond according to this plan. As previously noted in the WBS, the risk management process
will continue through the completion of the project, during the closing process, and as stated in the
WBS, added to a lesson learned knowledge base. The steps for dealing with risk are outlined in the
below process model. All ACF and key PUBLIX stakeholders should use this process:

Catastrophic
MEDIUM
Regulatory
Violations
Withdrawl of
product
manufacturer
Constructions
Delays
Critical LOW
Reoccuring
safety violations
that result in
serious injury
Construction
errors containing
regulatroy
viiolations that
pose direct
consequence to
operation
Moderate
MEDIUM
Construction
errors that pose
indirect
consequences to
the operaton
Minor
MEDIUM
No regulatoy
action
anticipated
Construction
errors containing
opportunities for
improvement
Negligible
IMPROBABLE
No regulatory or
compliance
violations

46

Figure 6: ACF Risk Response Process Model

This process applies to all identified risk; however, only RED and YELLOW risks as defined by the
Risk Probability-Impact table are required to be communicated to Publix Project Sponsor. All
GREEN risks can be addressed in accordance with the Risk Response Table by ACF without
communicating the risk to other stakeholders, but the risk still must be documented.
Risk Response
For each identified risk, a response must be identified. The project manager and team will take the
lead in providing a risk response for each risk. All project risks for the Publix Coffee Bar will be
managed and controlled within the constraints of time, scope, and cost. The possible response
options are:


Risk Monitoring
The project manager will inform Publix management of significant changes to risk status via the
OPPM Summary & Status report. Risk managers will provide updates during bi-weekly project
team meetings, where they will discuss the status of that risk; however, only risks that fall in the
current reporting period will be discussed. Status updates will include the risk status, trigger
conditions, and results from risk response documentation.
Make primary
Risk
Classification
Communicate
Risk to ACF or
Internal
Manager

ID Risk
Colloborate
with ACF
Project team
member to
make final
risk
classification

CLassify
Risk
Follow Risk
Management
Plan to
respond to risk
Document Risk
Resposnse
Mitigate
Risk
Avoidance
Change to project
Transferrence
Shift impact to third party
Mitigation
Monitor and/or take action to reduce probability and/or impact
Acceptance
Accept the risk
Deffered
Address at a later time

47

Risk Mitigation and Avoidance
Mitigation activities will be documented in the Risk Register as a Risk Response, and reviewed
throughout the lifecycle of the project. They include:
Identification of potential failure/trigger points for each risk mitigation solution
For each failure point, document the trigger that indicates the event or factor has occurred
or reached a critical condition
Contingency plan for each failure point, which provides alternatives for correcting the
failure
Risk Register
Risk tracking and reporting will be delivered via a Risk Register. The Risk Register serves as a log
to catalog identified risks, their probability, their impact, the mitigation strategy, and when the risk
will occur. The Risk Register will be maintained as an appendix to this Risk Management Plan.

Authorization

Approved by the Project Sponsor: Regional Manager Jim Klein.

Date:


48

Chapter 4 Implementation and Evaluation Methodology
Introduction
This document outlines Awesome-r Consultant Firms (ACF) deployment and implementation
strategy for the PUBLIX coffee bar build-out project. ACF, in conjunction with the PUBLIX
management team, identified five overarching project deliverables. These deliverables must be
completed properly to ensure the coffee bars success.
Implementation Overview
Table 1 is a summary of the major deliverables with commencement and completion dates. The
deployment and implementation strategy is then organized by each major project deliverable. The
major project deliverable tables summarize key stakeholders, key dates, key activities, and key
progress indicators for each deliverable. Progress indicators will be the ACF evaluation tools to
measure deliverable progress for each major deliverable.










Table1: Major Deliverables






Major Deliverable: Commence Date: Complete Date:
1) Fully Developed Coffee Bar 3/1/14 5/1/14
2) Full Time Manager 4/1/14 5/26/14
3) Trained Baristas 4/1/14 5/16/14
4) Marketing Campaign 4/1/14 6/25/14
5) Improved Customer Experience 4/25/14 6/30/14

49

Implementation Strategy by deliverable

As identified in the project charter, ACF will deliver a fully operational coffee bar with coffee
machines meeting current industry standards, necessary kitchen appliances, sinks, bar top area,
and display shelves. This deliverable will meet design specifications agreed upon between ACF,
PUBLIX, and the construction sub-contractor. Below is a chart presenting key dates, activities and
progress indicators.
Responsible
Stakeholder:
Key Dates: Key Deployment
Activities:
Key Progress
Indicators:
ACF project
Team
Centerville
PUBLIX
manager
Crawfordville
Operations
Manager
Construction
manager
Building
Construction
Subject Matter
Expert
3/3/14 Design
Approval
meeting
3/10/14
Construction
Kick-off
meeting
3/28/14 Mid-
construction
evaluation
meeting
4/1/14 Final
Day for
Construction
Change
Request Subm
ission
4/15/14 Post
Construction
Approval
Meeting
05/01/14
Internal
Design
Approval
Meeting
ACF and
PUBLIX Rep
meet with Sub-
contractor
Construction
Post-
Construction
Approval
Meeting
Building
Inspection and
License
Receipt
25%
construction
completion by
3/18/14
50%
Construction
Completion by
3/25/14
75%
Construction
Completion by
4/5/14
Construction
Complete by
4/12/14
Building
License &
Health
Inspection
Receipt
ACF & PUBLIX
employee
1. A fully deployed coffee bar that is visually attractive to customers, and designed for fast and
efficient food and beverage operations

50

Building
Inspection and
License
Receipt
focus group to
discuss
progress
Table 2: Key Dates, Activities and Progress Indicators for Deliverable 1


Prior to the grand opening, two full-time managers will be trained to oversee daily operations at the
PUBLIX coffee bar. PUBLIX Crawfordville has never had a fully operational coffee bar, so it is
imperative that managers are trained to understand operations, administration, and training
requirements to successfully manage a coffee bar. Due to the lack of PUBLIX experience with coffee
bar operations, his is an extremely important deliverable. ACF has subcontracted a training firm
that has experience in training coffee bar managers. The training will last approximately three
weeks.
Responsible
Stakeholder:
Key Dates: Key Deployment
Activities:
Key Progress
Indicators:
ACF project
Team
Centerville
Operations
Manager
Publix Human
Resources Rep
Two Publix
appointed
future coffee
bar managers
Internal
Publix
training
4/1/14
Commence
interviews
4/15/14 Publix
designates 2
managers
4/21/14 ACF,
Ops manager,
Training Manger,
& Training Sub-
contractor
meeting
4/25/14 ACF &
Ops Manager
meet with
perspective
Publix Coffee
Bar Manager
interviews
ACF and
PUBLIX Reps
narrow
interviewee
field to 4
candidates
Publix hires 2
managers
Training Plan
Meeting
Training
ACF and
PUBLIX meet
hiring date
schedule
Trainees score
80% or better
on mid-eval
knowledge
test
Trainees score
80% or better
on
performance
test
Trainees score
85% or better
2. Full-time manager to oversee the daily operations for the Coffee Bar


51

manager
External
Training Sub-
contractor
managers to
discuss training
schedule
5/1/14 Manager
training kick-off
5/15/14 Mid-
training
evaluation
5/25/14 Final
manager
evaluation
05/26/14 Out-
brief with
training sub-
contractor
Commences
Mid-training
eval
Out-brief
on final
knowledge
and
performance
test
Trainees
receive a go on
pilot test on
6/5/14
Table 3: Key Dates, Activities and Progress Indicators for Deliverable 2

Prior to the grand opening, six baristas will be trained to conduct daily operations at the PUBLIX
coffee bar. PUBLIX Centerville has never had a fully operational coffee bar, so this training will
focus on coffee preparation, job aid review, customer service, Point of Sales (POS) training, and
opening and closing responsibilities. Due to the lack of PUBLIX experience with coffee bar
operations, this is another extremely important deliverable. A training firm that specializes in
coffee bar training has been sub-contracted to train the employees. The firm has the same coffee
machines and POS system that PUBLIX will utilize. The firm will be conducting one two-week
training session.
Responsible
Stakeholder:
Key Dates: Key Deployment
Activities:
Key Progress
Indicators:
ACF project
Team
Centerville
4/1/14 Commence
interviews
4/15/14 Publix
Publix
Coffee Bar
barista
ACF and
PUBLIX meet
hiring date
3. Trained baristas and employees needed to support Coffee Bar operations.

52

Operations
Manager
Publix Human
Resources Rep
Two Publix
appointed
future coffee
bar managers
Internal
Publix
training
manager
External
Training Sub-
contractor
hires 6 to 8
baristas
4/21/14 ACF, Ops
manager, Training
Manger, & Training
Sub-contractor
meeting
4/25/14 ACF and
Publix deliver
training
instructions to
baristas
5/1/14 Barista
kick-off training
5/15/14 Final
barista evaluation
05/16/14 Out-
brief with training
sub-contractor
interviews
PUBLIX
Reps
narrow
interviewee
field to 6 to
8
candidates
Publix hires
6 baristas
Training
Plan
Meeting
Training
Commences
Post-
training
eval
Out-brief
schedule
Trainees score
80% or better
on final eval
Trainees
receive a go on
pilot test on
6/5/14
Trainees will
be given level 1
evaluation
forms to rate
the training
received
Table 4: Key Dates, Activities and Progress Indicators for Deliverable 3

The marketing strategy implementing for the Publix coffee bar is critical to its success both at the
initial opening and long-term sustainability. Awesome-r consulting will implement an aggressive
marketing strategy to ensure the long-term success of this new business unit for Publix. The
following table indicates key stakeholders and milestones for this marketing strategy.
Responsible
Stakeholder:
Key Dates: Key Deployment
Activities:
Key Progress Indicators:
ACF project
Team
4/1 Planning
meeting for
marketing roll-
Identify
target
Initial target
audience covered in
first round press
4. Marketing strategies necessary to build a solid base of loyal Publix customers, as well as
maximizing the sales of specialty coffee drinks (cappuccino, latte, Americano and Macchiato)

53

Marketing
Manager
Store
Managemen
t
Centerville
Operations
Manage
Regional
Manager
out
4/7 Initial
press release
announcing
coffee bar
5/1 Distribute
in-store flyers
5/15
Awareness
press release
on grand
opening
6/1 Run radio
and TV. ad
campaign
6/15
newsprint
coupon and ad
release
6/25 Final
press release
market
Define
market
coverage
rates for
each stage
Generate
initial
interest
Provide
awareness
coverage of
primary
audience in
store
Provide
incentive to
visit coffee
bar
release
Primary audience
covered through in-
store campaign
Newsprint
coupon/ad generates
interest for grand
opening event
Grand Opening event
attendance rate
exceeds expected
values
Table 5: Key Dates, Activities and Progress Indicators for Deliverable 4

Awesome-r consulting firm will provide customer service training and develop an atmosphere
within the new coffee bar area which generates interest, and continued use of the new service. The
service provided by the baristas and coffee bar staff should enhance the overall Publix shopping
experience, and in-turn generate increased revenues for the Publix store and coffee bar through
continued, repeated and extended customer shopping activities. If the customer is relaxed, and
enjoying a cup of coffee while shopping, they will shop longer and typically spend more than if they
were shopping in an unpleasant stressful store environment. The coffee bar will help create and
foster this enjoyable shopping experience.
5. Provide customers with quality coffee beverage service aimed at enhancing their Publix
experience

54


Responsible
Stakeholder:
Key Dates: Key Deployment
Activities:
Key Progress
Indicators:
ACF project
Team
Store
Management
Two Publix
appointed
future coffee
bar
managers
Internal
Publix
training
manager
External
Training
Sub-
contractor
4/25 ACF and
Publix deliver
training
instructions to
baristas
5/1 Barista kick-
off training
5/15 Final
barista
evaluation
6/1 Creating
relaxing final
coffee bar
environment
6/30 Ensure
baristas and staff
reinforce
environment
during operations


Provide
customer
service
training in
conjunction
with
operations
training
Create relaxing
environment
through final
coffee bar
design
Provide
formative
feedback to
staff on
performance
Initial
barista/staff
customer
service training
evaluation
successful
Grand opening
customer
experience
feedback
positive
Publix store
and coffee bar
experience
increased
traffic
Increased
revenues due
to coffee bar
grand opening
Table 6: Key Dates, Activities and Progress Indicators for Deliverable 5
Way ahead
This deployment / implementation strategy is a concise document for a high level audience
designed to summarize ACFs major deliverable key events and identify project progress indicators
that ACF will continually review to ensure a successful coffee bar grand opening. ACF and
responsible stakeholders should become very familiar with this document and review this
document on a periodic basis to ensure the project is on target and tracking. ACF will follow the
previously identified stakeholder management and change management protocol if key indicators
are not realized. A change to the project will then be generated to adapt to and overcome any
project challenges.

55

Evaluation Overview

This section will describe how ACF will collect data and information during the implementation
phase of the project. The tools, instruments and techniques used to collect information will be
elaborated. Key sources of information and key personnel to approach will also be detailed.
Data collection Approach

a. Data Collection Objective. The primary objective of the data collection exercise is to
allow ACF to be informed of the performance of the project after implementation. The data
collected will be measured against a success criteria reference from the projects scope and
objectives. The data will indicate how successful the project implementation is and aid in
identifying areas for improvement and attention.
b. Data Collection Approach. To effectively identify areas for improvement as measure
success, ACF adopts the concept of formative and summative (Dick, Carey, & Carey, 2009)
evaluation commonly used in instructional design. Applying these evaluation techniques to
the project ensures that data collection is timely, relevant and objective.
c. Data Collection Instruments. ACF will deploy a variety of instruments to collect data from
the different stakeholders. The intent is to achieve multiple perspectives so that data can be
accurately triangulated for conclusions and recommendations. The strategies are
articulated in the following sections.
Formative Data Collection. The primary means for collecting formative data is from the pilot
test run of the coffee bar before the actual launch. This serves to identify immediate and obvious
areas that require improvement and attention. See Table 7.
Tool/Technique
(What)
Data Source
(Who)
Location
(Where/When)
Administration
(How)
Intent/Purpose
(Why)
Observations Employee During pilot test
run before launch
ACF to conduct with
criterion based
checklist
Identify adequacy
of staff training &
assess workflow
for disruptions
Interviews Employee /
Management
After pilot test
run before launch
ACF to conduct using
interview protocol
Assess reaction
of staff & identify
potential barriers
to performance
Audits & Construction, Before and during Outsourced to Evaluate building
construction &

56

Inspections F & B
Process
pilot test run external auditors food safety
standards
Table 7: Formative Data Collection Plan
1) Observations. ACF will develop an observation protocol based in the desired
performance of the coffee bar as stated in the scope. Observational data serves to
determine if staff training is adequate and if work processes are smooth with little
or no disruptions to existing workflow.
2) Staff Interviews. Interviews will be conducted with selected staff to allow ACF
to identify barriers to performance. The interviews will be conducted in a face-to-
face setting. The nature of the interview will be informal in order to establish
rapport and elicit honest and open responses from the staff. They will be semi-
structure and thus sensitive enough to capture rich human experiences (Strauss &
Corbin, 1998) and open enough rich expression of employee viewpoints (Flick,
2002). Interviews serve to collect Reaction (Kirkpatrick, 2006) data to determine
how employees feel about the new coffee bar extension, their motivations, attitudes
and beliefs on how the coffee bar fits into overall Publix workspace.
3) Audits and Inspections. To ensure that the coffee bar meets all building
construction and food safety standards, third-party auditors will conduct audits. The
coffee bar must pass all standards during the pilot test before the actual launch.
Summative Data Collection. Summative data is collected from the performance of the coffee bar
after launch. Summative data sources are useful in determining the success of the coffee bar project
in achieving its intended objectives. A total of four instruments will be employed at the formative
stage, and are summarized in the following table.
Tool/Technique
(What)
Data Source
(Who)
Location
(Where/When)
Administration
(How)
Intent/Purpose
(Why)
Human Traffic
Monitoring
Customers
entering store
and
consuming
services.
At store, first 3
months of
operations
Physical human
counter at
Publix
Centerville
Measure increase in
traffic volume from
coffee bar
Balance
Statements
Publix
Centerville
Management
At store, first 3
months of
operations
Collated before
& after records
Identify profitability
and net worth or
project
Customer
Satisfaction
Customers
consuming
At store, first 3
months of
Paper or
electronic guest
Determine
performance of coffee

57

Survey (Micro) services at
coffee bar
operations satisfaction
survey
bar
Customer
Satisfaction
Survey (Macro)
Tallahassee
community
Online, 3
months after
launch
Online third
party panel
hosting
platform
Determine Publixs
market power relative
to competitors.
Table 8: Summative Data Collection Plan
1) Human Traffic Monitoring. One of the objectives stated in the scope was for the
coffee bar to increase customer patronization to Publix stores. ACF will collect this
data by means of physical traffic count of customers entering the store. This will be
collated over the first 3 months of operations.
2) Monthly Balance Statements. To determine if the coffee bar project is as profitable
as intended in the objectives, a monthly review of balance statements will be done.
Extant data will be collected with assistance from the store manager Mr. Darabi, and
the profitability index will be presented to the client and sponsor.
3) Customer Satisfaction Survey (Micro). A key determinant of the coffee bars success
lies in the degree of customer satisfaction. ACF will design a simple questionnaire
for customers to complete after they have consumed the new services. This source
of data will indicate how well the coffee bar is performing and how it is being
received by Publixs customers.
4) Customer Satisfaction Survey (Macro). At the macro level, the project was
intended for Publix to rebrand itself with the inclusion of customer-desired services.
The success of this endeavor will be measured by the general perception of
Tallahassees grocery shoppers regarding Publixs new coffee bar. The survey will
report on the publics awareness of, attitude towards and motivation towards the
new coffee bar. The intent of the macro level survey is to determine if Publix, by
means of the coffee bar, has established itself amongst it key competitors such as
New Leaf and Whole Foods that offer similar coffee bar services. ACF will conduct
these surveys through online panel platforms such as GlobalTestMarket.com and
Swagbucks.com. These online panel platforms allow ACF to achieve targeted
responses from the Tallahassee grocery shopper sector.
d. Key Sources of Information. As described above, ACF will be adopting a multi perspective
approach to data collection. Hence, key sources of information will come from both internal
and external stakeholders. Most of the internal sources of information (such as employee
observations) will be collected during the formative phase. External sources of information
(such as customer satisfaction surveys) will be collected during the summative phase.

58

Where possible, ACF will also exploit extant data such as monthly balance statement to
augment the evaluation.
Evaluation Rubrics
Having covered the data collection methodology, the next critical step toward data analysis is to
establish a consistent, tangible and realistic form of standards for the entire data set. This will not
only allow the project team to accurately evaluate the various critical factors / performance
indicators crucial to project success but also serve as quality assurance indicators used for
benchmarking during both formative and summative evaluation.
a. Tiered Categories. A 3 - tiered category system will be applied across the tools mentioned
in Tables 1 and 2 (where applicable). This will provide a calibrated distinction between the
desired and actual performance for the various factors that the data collection tools aim to
achieve (intent and purpose). In addition, each tier will include appropriate qualitative
descriptors that will be used to classify data collected accordingly. Tier 1 responses are
considered poor (objectives are not met and critical component failures exists), Tier 2
responses represent average / par (objectives met but requires improvement) and Tier 3
responses may be considered good / above average (objectives met). An accumulation of
the various tiers will provide an overall score to determine the success of the project.
b. Project Success. The entire data collection methodology consists a compendium of 7 tools
spread across 3 tiers. However, only 6 factors may be subjected to the tiered system. This
accounts for a total of 18 points if all 6 factors score the highest possible 3 points
(corresponds to Tier 3). At the end of summative evaluation, all scores will be computed
and the extent of project success may be referenced from the table below:
Success Level Score Range Remarks
Average 10 12 In-depth project review required, identifying areas
for improvement.
Above Average 13 15 Mini project review may be conducted to seek
better results
Excellent 16 18 Review is unnecessary, efforts to document success
and seek / exploit opportunities for greater
performance.
Table 9: Project Success Criteria
c. Descriptors and standards. Table 10 shows the various descriptors / standards used to
classify data / observed results according to 3 tiers. Of the 7 tools mentioned above, only 6
will be subjected to this form of analysis / evaluation. (Staff interviews will be excluded, as it
is predominantly qualitative; its results however, will be considered and referenced alongside

59

final evaluation results). The project team and its stakeholders in the communication and
monitoring of project progress will use this table.
Tool/Technique Intent/Purpose Tier 1 (poor) Tier 2
(average)
Tier 3 (good)
Formative Evaluation
Observations Identify adequacy of
staff training &
assess workflow for
disruptions
Compliance
with at least
60% of the
criterion-
based
checklist
Compliance
with at least
80% of the
criterion-
based
checklist
Compliance
with at least
90 % and
above of the
criterion-
based
checklist
Interviews Assess staff
reaction & ID
performance
barriers
Not Applicable
Audits &
Inspections
Evaluate building
construction & food
safety standards
At least a B
Grade for
building and
food safety
standards by
second
inspection
At least a B
Grade for
building and
food safety
standards at
first
inspection
A Grade for
building and
food safety
standards at
first
inspection
Summative Evaluation
Human Traffic
Monitoring
Measure increase in
traffic volume from
coffee bar
Increase of at
least 5 % in
customer
traffic over 3
months
Increase of at
least 10 % in
customer
traffic over 3
months
Increase of at
least 20 % in
customer
traffic over 3
months
Balance
Statements
Identify profitability
and net worth or
project
Increased
profit per
quarter of at
least 5 %
Increased
profit per
quarter of at
least 10 %
Increased
profit per
quarter of at
least 20 %
Customer
Satisfaction
Determine
performance of
At least 60 %
of
respondents
At least 75 %
of
respondents
At least 90 %
of
respondents

60

Survey (Micro) coffee bar who are
Satisfied
according to
questionnaire
who are
Satisfied
according to
questionnaire
who are
Satisfied
according to
questionnaire
Customer
Satisfaction
Survey (Macro)
Determine Publixs
market power
relative to
competitors.
At least 50 %
of
respondents
who are
Satisfied
according to
online survey
At least 65 %
of
respondents
who are
Satisfied
according to
online survey
At least 80 %
of
respondents
who are
Satisfied
according to
online survey
Table 10: Tiered System for Data Collection Tools / Techniques
d. Management of Evaluation Rubrics. The qualitative figures mentioned in Table 4 are based
on 1) existing extant data from previous similar Publix projects, 2) actual projections done
by ACF and 3) have been approved from the project sponsor. Any changes to these figures
are to be presented, justified to the Change Control Board at the earliest possible moment.
Sponsor Acceptance

Approved by the Project Sponsor:

Date

Appendix A-Final OPPM



62

Appendix B-Risk Register
Risk Identification Qualitative Rating Risk Response

Risk

WBS
Risk
Categor
y

Probabilit
y

Impact
Risk
Scor
e
Risk
Ranki
ng

Risk Response

Trigger
Risk
Owner
Scope creep that results in
schedule delays and budget
overruns.
High
(4A)
High A 4 1 Implement communication plan,
breakdown project into, major
and minor deliverable,
determine critical paths and
Change Order
Increases to
budget,
resources, and
schedule.
Project
Mgr.
(Beth)
Sub-contractor mismanages
schedule, resources and
budget requirements.
High
(4A)
High A 4 2 1. Use a pre-qualification process
for subcontractors and develop a
sub-contractor agreement that
stipulates the scope of work,
change orders, timeline,
compliance, and guarantee of
work.
Unprepared
during meeting.
Request for
additional
resources that
involve time,
money and staff
Jake
Customers arent satisfied
with product or service
1.4.1 High
(4A)
Med A 4 3 QA product in house and
customer satisfaction research.
Poor QA results Beth
Delay in obtaining necessary
business, health and safety
permits & licenses.
1.1.5
&
1.3.3
High
(4A)
Med A 4 4 Submit permit and license
requests early and coordinate
plumbing and electrical
inspection prior to build out.
Construction
and training
delays;
reinsertion
Darius
Delay in receiving required
coffee bar systems, materials,
supplies
1.2 High
(4A)
Med A 4 5 Develop adequate vendor and
resource list, make purchase
orders early.
Late/incomplete
purchase
requisitions
Jake

63

Risk Management plan is not
followed.
1.8 High
(4A)
Med A 4 6 Adjust risk management plan as
new risks are identified
Scope Creep Project
Mgr.
Employee theft and/or
damage to received goods
delays project.
1.24 High
(3A)
Med A 3 7 Inventory and properly store all
materials. Set up proper security
and control methods
Materials
and/or
equipment not
available for use
Ed
Grand opening is delayed
more than 7 days.
1.7 High
(3A)
Med A 3 8 Develop Grand Opening OPPM to
track major milestones
Construction
delays,
insufficient
supplies
Darius
Employee (barista) training
is delayed or cancelled.
1.6.1 Medium
(2A)
Low A 2 9 Ensure contingency dates and
contacts with alternate training
consultants.
Notification
from vendor
Spencer
Employees fail to perform to
expected standard
1.6.3 Medium
(2A)
Low A 2 10 Utilize soft opening to train and
practice full coffee shop
operations.
Customer/staff
complaint
during soft
opening
Spencer
Marketing strategies fail to
bring new customers.
1.6.4 Medium
(2B)
Low B 1.4 11 Roll out multiple marketing
strategies early and survey
community to measure interest
in Publix Coffee Bar
Low soft
opening
customer traffic
numbers are
low
Ed
PUBLIX HR policies delay
hiring process.
1.5 Medium
(2B)
Low B 1.4 12 Advertise new position within
Publix network and external job
boards.
Lack of robust
applicant pool
Spencer