Proudly Presents 

 
Members: 
Team Leader:   Justin Buchanan 
Alexander McKelvey  Louis Orsatti 
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Sarah Rubel 
 
Nina Santaniello 
Jenna Zinno
 Our Team logo was derived from The Leukemia & Lymphoma Society’s blood drop

logo. Our logo features the LLS blood drop with a track wrapped around it. The blood drop, as

mentioned, symbolizes our association with LLS. While the track starting at the bottom of the

drop and wrapping up to the top represents the climb to the top of the blood drop, or symbolic

cure, this also represents the physical portion of the Team in Training program, specifically

representing a runner’s track.

Our team mission statement is: “To assist the Leukemia & Lymphoma Society in

achieving their mission of, “cure[ing] leukemia, lymphoma, Hodgkin’s disease and myeloma

[…]” by working with the Team in Training division of the Rhode Island chapter through a

twofold commitment. First, we will promote, advance, and familiarize ourselves with the

domestic Team in Training program. From that knowledge we will work to develop and promote

a foreign Team in Training program to directly benefit the Rhode Island chapter and all patients.

We will carry out this mission while cultivating a highly effective and professional team.”

By implementing our service learning project, as a team we hope to gain and sustain an

internal locus of control by taking responsibility for our own actions. As well as putting forth our

best effort because we all agree that by taking this approach we will have a positive experience

working together. As a team we see that through our own behaviors and actions we are able to

vocalize our values. The desire for passion we have as a group makes it easy to strive for our

goals because we have determined that our need for achievement overlooks our need for

affiliation. Yet we do care about establishing personal relationships with one another which

enables us maintain our core values and beliefs. As a team we have decided that being open and

honest is a main priority of ours because if we are able to establish trust among one another, only

then can we move forward as a team and accomplish our goals. By making sure that one another

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acts professionally and diligently when asked, demonstrates that our team values are being lived

out. We also see that by putting forth our best effort in every aspect of the service learning

project, and going that extra mile validates our team’s synergy of understanding. The symbols

that illustrate our values is by dressing in the appropriate manner during presentations and group

meetings, making sure each member tries their best to be on time, and finally, puts forth their

best effort during class and meetings.

As a team we have defined our expectations for the service learning project as the

following: making sure that the passion dedicated to this project is shown, producing work that

each person can be proud of, and lastly, do the work assigned timely and correctly. By having a

team meeting every week, Tuesday night at six o’clock, we are able to live out the expectations

we have established. As second semester sophomores we all know by now what type of positive

and negative experiences come with being assigned to work as a group. Therefore as a team we

have clearly recognized the importance of communication, preparation, participation, and how

each person can do their part to make this project flow smoothly. Every person leads a very busy

life, and for that reason we understand that not being on time, or attending a meeting is

acceptable but only with notification first through the means of proper communication by an e-

mail, text, or a phone call.

The value our team has for order, unity of direction and initiative makes it possible for

our team to become a highly performing team. Once our team has decided on our goal, the team

leader will execute the proper means of control as to steer towards a feedforward approach so

that the team can anticipate problems before they arise. (Contemporary Management, 389) The

need for order grants each individual with the ability to provide the team with the greatest benefit

and ultimately satisfies our projects goals by staying focused on the end result. Developing

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initiative as individuals will increase the prosperity as a team because when properly used, it

begins to produce innovation and creativity that will strengthen the team.

Laying down the groundwork of our terminal and instrumental values is what will help

the teams’ high performance level. Staying on task with these goals is how we plan on achieving

success through the means of motivating group members to work toward the achievement of the

organizations goals, moderating social loafing, and lastly try and help our team build

cohesiveness by regulating conflict. When group cohesiveness is low, group members do not

find their group particularly appealing (Contemporary Management, 613) thus, as a group we

strive to a reasonable level of cohesiveness so that our performance level remains high. As a

group we encourage each other when we are working towards our group goals and emphasize

our recognition of the hard work that has been done when the goal is reached. Through the team

support our cohesiveness will remain moderately high as we try to maintain low deviance from

our values and norms, but at the same realizing small amounts are necessary to weed out bad

norms.

The priorities involved that will make success plausible are defined by our ambition,

honesty, dedication, responsibility, self-control, innovation and confidence. As a team we can

attain these elements by working together and keeping focused.

Each team member will…

-work hard and to their best of their ability to achieve success for our service learning project
-be open and honest through the means of communication
-show passion and dedication to the nonprofit organization
-have self-control through the means of being/acting professional
-be responsible for their work and make sure it is done in a timely manner
-respect one another by all means

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  The appropriate behaviors for team members are defined and outlined in the norms that our

team has defined and created. Specifically: 1) Every team member should arrive on time to

meetings, 2) When meeting with our organization members should dress appropriately and

conservative (this goes for presentations as well), 3) Do one’s work with diligence as to not

create more work for others, and 4) Be honest and open with team members.

As a team we feel we are only as strong as our weakest link thus we have made it a priority

of ours to make every meeting, prepare the work ahead of time, be on time to meetings (to get

started right away), and lastly put forth great effort into the work you have created.

We feel that by praising members through the rites of integration we can successfully build

and reinforce the friendships we are creating. It is important to feel connected to one another

through praise because it makes the other members work that much harder to get recognized

separately from the team. The integration also helps the team advance further because it assists

with the creation of new ideas for our project since the free flow of conversation does not hinder

the assigned work. (Contemporary Management, 98)

We feel as though we work best as a friendship group due to our relationships having all

blossomed since the first day, however, we recognize that we have a common goal to achieve

and we plan to do so in a manner that a formal group would. We considered ourselves to be a

cross functional team and with that in mind we use our separate skills and personality traits to

reach our goals yet those same skills and personality traits creates a friendship bond that allows

us to be at a comfort level to ask for help when in need. As a team we plan to eliminate the

potential of social loafing by excluding our personal relationships outside of the group as a topic

within our meetings. When meeting with the team our focus is on our team goals and the tasks at

hand. If any team member gets off task it is up to the other members to get them back on track.

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However, when a team member continuously disobeys the teams’ norms and rules, we would

feel obligated to notify the professor and take cautious measures according to their advice. The

other way our team plans on improving is through the means of communication and

implementing strict guidelines on how to act appropriately for the team’s sake.

Other specific steps that team members will take to assist other team members who are

having difficulty meeting the team expectations is by creating an open forum to discuss the

means of improvement and assisting one another as to recover the progress and synergy within

the team. As a team we have established that each member will be there for one another at any

time. Our team has created a strong bond symbolic to that of a family, yet we are all focused and

eager to work towards our common team goal.

The communication strategies we have implemented are by technological means of e-mail,

text messages, and phones calls. We believe that using all three forms will help keep the team,

and the organization we are working for, informed and on the same page as us.

Our team leader is Alex and his roles consists of; articulating a clear vision and energizing

and enabling organizational members so that they understand the part they play in achieving

organizational goals. Alex has shared with us his vision for the team and his hopes for our

organizational performance. As a team we plan to work efficiently and effectively towards our

goals and report to our team leader on our performance periodically. Alex makes a great team

leader because he fulfills the four managerial tasks: planning, organizing, leading, and

controlling. By this, he is able to choose appropriate goals, establish tasks so the team works

together, motivate, coordinate, and energize team members, and finally, establish an accurate

measuring and monitoring systems to evaluate the team’s performance (Contemporary

Management, 8). Alex has acquired important human skills that include “the ability to

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understand, alter, lead, and control the behaviors of [the team]” (Contemporary Management, 18)

and also resolve issues of contempt without forcing his own opinions onto others. His ability to

control the team by developing multiple options, he is able to enrich the level of controversy and

debate (Managing Conflict, 2). We as a team feel that Alex fills this profile because he is

organized, goal-oriented, and uses his extraverted personality to motivate us towards our team

goals.

Figureheads are known to outline future organizational goals to employees at company

meetings (Contemporary Management, 14). We chose Sarah as the team scribe/figurehead

because she does an excellent job of recording our team meetings, outlines them, and then sends

the team an e-mail framing the work that has been done, and what needs to be accomplished in

the future. Sarah’s duties are extremely beneficial to the team because with her agenda she sends

each week, we as a team know what to expect and bring to the next meeting to steer clear of any

failure.

A facilitator helps the team understand the common objectives and guides the team towards

those intensions without assuming a particular position. We chose Justin as our team facilitator

because he fulfills this position because he has personal work experience and great technical

skills. Technical skills are the job-specific knowledge and techniques that are required to perform

a particular type of work (Contemporary Management, 18). We have a competitive advantage

because Justin is highly experiences in IT and is able to assist all of us when we are in need.

Justin’s personality allows us to feel comfortable going to him when a problem arises and as a

team we look towards him as mediator.

A liaison coordinates the work of managers in different departments and establishes alliances

between different organizations (Contemporary Management, 14). This role applies to Alex

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because it was his Aunt that introduced us to Bill Koconis, Executive Director of the Leukemia

& Lymphoma Society RI Chapter, and Meghan Downing, Senior Campaign Manager for Team

in Training of the Leukemia and Lymphoma Society RI Chapter. Alex has been using his

leadership position to take charge and set up meetings with our alliances at LLS.

A disturbance handler is able to move quickly to take corrective action to deal with the

unexpected problems facing the organization from the external environment (Contemporary

Management, 14). We chose Nina as our disturbance handler because she fulfills this position

due to her in-depth knowledge of the contingency plan. She has been able to outline and analyze

the risks involved if disaster should occur. Her insight on how to handle the probability of crisis

has given her the expertise of knowledge on managing the external and internal environments

that surround our team.

An analyst is an expert who studies financial data, such as financial situations and

recommends appropriate business actions for their team (Aaron, 2006). We feel as though Louis

should be our team analyst because he feels very comfortable working with numbers and

considers math one of his strengths. The importance of his core competency “is often used to

refer to the specific set of departmental skills, knowledge, and expertise” (Contemporary

Management, 18) that allows us to surpass and reach our goals. Louis’ agreeableness and easy-

going personality allows the team to feel confident to go to Louis whenever we need help,

particularly in the financial department.

As spokesperson, Jenna has the ability and skills that allow our team to promote new goods

and services by advertising (Contemporary Management, 14) since she has an extraverted

personality that people are drawn to. She has the ability to communicate and motivate the team

into a cohesive manner as to work towards our common goals. Appointing Jenna as

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spokesperson was a unanimous group decision because she has the human skills that are

necessary to successfully promote our collaboration with The Leukemia and Lymphoma Society,

which in turn will help the focus of our service learning project.

The team will make decisions as follows. An idea for a decision will go through a proposal

and then accept, decline, improvement, or alternative; it will be proposed to the entire team at

one of the set meeting times. The team will then decided if the idea is accepted, declined, needs

to be improved upon or perhaps another team member has a better alternative to the original

proposal. The team will do this through voting. In any case, the team has agreed that if a

consensus is not applicable, then the team leader decides/will guide us to a rational decision.

Should two possible decisions be favored equally by the team, the two proposers of the ideas will

present the pros and cons of his or her reasoning. After presenting, they will then go into more

detail about why this decision would prove to be effective and efficient while implementing the

project. After this, the team will re-vote until we come to a unanimous decision. If not, as

previously mentioned, Alex will take control and take the matter into his own hands and make

the final decision. In the event that the team does not come to a unanimous decision, we will

make sure that each team member is content with the alternative decision. Also, each team

member will show respect and constructively critique those ideas that they feel require such

attention. However, in certain situations, the whole team is not going to agree on all outcomes,

as some situations require relatively hasty decisions. At times like these, each team member is

trusted to make the decision to the best of his or her ability and then make sure the resolution is

discussed at the same team meeting. Ultimately, the team leader will allocate authority in

making decisions and assigning responsibility. As a team member, we are all expected to deliver

on all assignments given. However, it is important that each person is comfortable in completing

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his or her assignment. Generally, responsibility will be allocated through analyzing each

individual team member’s strengths and weaknesses, then giving an assignment that corresponds

to these traits, in order to efficiently complete tasks. Not only will assignments be given to team

members due to their strengths, but small assignments will also be allocated according to

weaknesses so that team member can improve upon those; after all a team in only as strong as its

weakest link. To ensure that individuals’ commitments are met and people are held accountable,

each team member will hand his or her assignment into the team leader through e-mail. In order

to increase effectiveness between our team, at the beginning of each meeting members will share

their latest work as to increase motivation, synergy, and responsiveness. This way, everyone can

see what the other members have been doing in relation to what he or she has been doing. By

doing this, our team meetings will almost serve as a check and balance system; other team

members can see what colleagues have been working on and if a team member has been slacking

or needs to be “balanced” the team will take action. This will be determined through peer

evaluations that will be conducted periodically. However, peer evaluations are not the only time

that individual commitments are ensured. Since we have established a norm of honesty, if one

person seems to be slacking, other team members are sure to be open and communicate with

other team members. In order to resolve the issue, it may be suggested to the slacker that the

need to reexamine their motivation or ask about other possible factors that may have caused this

decrease in productivity. The idea here is not to “shut out” one team member that may not be

consistent with his or her commitments, but rather, the idea is to get to the root of the problem.

This way other team members can help repair the “weak link” and trudge on forward with

dignity and perseverance.

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 Our first objective will be to plan and implement an effective grass roots marketing campaign

to promote The Leukemia & Lymphoma Society’s Team in Training program. As a team, we

have formulated key goals to accomplish throughout the project to ensure we arrive at these

objectives. Our team will:

 Obtain marketing materials, (flyers, brochures, posters, pamphlets, matching team

in training purple t-shirts) from The Leukemia & Lymphoma Society

o This goal is attainable because the LLS have already agreed to provide us

with the necessary equipment.

o This goal is also measurable because we will know when it has been

accomplished; when our team receives the package of materials form the

Leukemia & Lymphoma Society.

 By talking with the Team in Training leader Meghan Downing, we will be able to

get a full understating of what the program contains. This will assist us so we will

be prepared to talk with people when we begin our grass roots marketing

campaign.

o This goal is attainable because Ms. Downing has already agreed to sit

down and talk with our team and prepare us with all the components

involved in the TNT program.

o This goal will be measurable for our group because we will know when

we have accomplished it after we sit down and talk with Ms. Downing

about the Team in Training program.

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  When we begin our grass roots marketing campaign we will start by attending at

least two local 5k races where we will talk to people and inform them about Team

in Training. We will also hand out some of the Team in Training literature as to

try and expand the program.

o To attain this goal we will first have to pick which races we wish to attend

and then make sure our whole team can attend. Then we need to attend the

race and inform people about the benefits of Team in Training.

o This goal is measurable because once we have gone to the 5k races and

have informed participants about Team in Training and handed out some

of the literature on the program, we will then have accomplished this goal.

 As a team we will also go to local gyms, health fairs, supermarkets, colleges (at

least 2), ice rinks, health food stores, vitamin stores, and hospitals/free clinics.

We will speak with patrons of these establishments and inform them as to what

Team in Training objectives are.

o This goal is attainable, since we are working with a non-profit

organization, they do not ask for any funds so we would not be considered

soliciting. Therefore we have every right to go to these establishments and

inform these people about future events.

o This goal is also measurable because once we have gone to all of these

places and talked with people about the Team in Training program and

have handed out the direct marketing materials (flyers, broachers, posters,

pamphlets), we will be done with this goal and move on to our next goal.

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  We will also create a Team in Training profile on Twitter specific to the Rhode

Island chapter. This is useful because people can follow Team in Training. The

profile plans on including inspirational stories for people to read as well as

pictures from past Team in Training events. Hopefully this inspires people to join

the Team in Training program.

o This goal is attainable because the LLS gave us permission to set up this

Twitter page, and measuring the number of followers is simple.

o This goal is a measurable goal because once we have the page set up, the

goal will be accomplished and we can move on to the next goal.

 The last goal of our grass roots marketing campaign will be to create enough buzz

about Team in Training in the surrounding areas, through our social networking

and direct marketing activities that we create “word of mouth” marketing, one

person tells another person about how great Team in Training is and then that

person tells another, so on and so on.

o This goal will probably be the hardest to attain, because we will have to do

a great job in our direct marketing and social networking to create enough

buzz about Team in Training to get people to talk about it with one

another.

o This goal will also be hard to measure, but we plan on making a second

trip to a select few establishments we visited when we were doing are

direct marketing and asking people if they told anyone else about the

Team in Training program in the last 2 weeks and if so what did they tell

that person.
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  This will allow us to measure to some degree the effectiveness of

the word of mouth portion of our “three channel marketing effort”. 

Our first objective for this project, the grass roots marketing campaign for LLS, is both

attainable and measurable; we will be able to determine how effective we were at the end of the

project when we see how many new members the “Team in Training” program received due to

our efforts. This objective is also extremely relevant to our organization because a grass roots

marketing campaign is one of the major ways the LLS stimulates interest in the Team in Training

program. This objective also satisfies the concerns of all parties involved, it satisfies the needs

of our organization, because the Team in Training program is really there life blood, so by

raising awareness of the program to potential new members we are really doing them a huge

service. This objective also satisfies our team needs because it will give us valuable experience

on the topic of Team in Training which will come in handy, when we begin to achieve our

second objective which is the international portion of the project where we will attempt to set up

a plan to implement a Team in Training program overseas. Finally this objective will satisfy the

needs of our professor because; we will be helping our non-profit organization and implementing

management strategies to do so.

Our second objective for this project is the second part of our project, we will be developing

an international Team in Training model for the RI Chapter to implement when they determine

the time is right. This model will include preparing a detailed costing structure of what it would

take to put on a Team in Training event overseas, and if the price is low enough to keep the

fundraising price point low enough for Team in Training members to raise the necessary funds.

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 We have formulated some goals to break this task down into piece and accomplish them one

at a time the goal for this objective are.

 The first goal to achieve this objective will be to research the cost associated with

bringing a Team in Training team to the Paris, or Dublin Marathon. We will price out

all of the expense associated with taking a team to these marathons, and determine if

the cost will require the amount the team members will need to raise to exceed

$5,500, which LLS told us was the higher end of what people could or would raise.

o This is a goal that is very attainable because Meghan, who is the leader of the

Team in Training program, at the RI chapter has told us she will provide us

with a detailed cost structure of putting on a Team in Training event in RI.

With this information we can extrapolate the data to determine what the cost

would be to get a Team from RI to one of these international events.

o This is also a goal that can clearly be measured, once we have prepared the

cost structure for what it will cost to bring the Team in Training team from RI

to one of these international events we will know based on the cost, whether

this is feasible or not, based on how much each team member would have to

raise through fundraising. If the amount each person would have to raise is

below $5,500 then we succeeded. If the amount each person would need to

raise is above $6,000, then we would want to find another international

marathon or event that is cheaper because that would be too expensive.

 The second goal would be to, take the research we did and actually develop the

dynamic costing chart of what it would cost to take the team to a foreign country for
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 one of these marathons. We will need to create a document or flow chart so when it

comes time to present what we found, we can clearly show the members of the LLS,

and why taking a team to a marathon in a different country would be a substantial

money maker for the organization.

o This is a hard goal to attain, it will take a lot of work from all of the members

of our group, that being said we believe we all have the knowledge and

dedication to get this task done, it will just be a matter of implementing the

costing information from a local RI marathon that Meghan will supply our

team with and applying it to an international event.

o To measure this goal, we will just look at the final document or flow chart we

have prepared if the data suggest that taking a Team in Training team to

another country for an event would be a large money maker for the

organization then we achieved our goal. If the data does not say that then we

need to look for another event in a different country where the data will

suggest that taking a team there would be a success for the organization.

 The final goal to achieve this objective will be to present our finding to the RI chapter

of The Leukemia & Lymphoma society, to show how we came to our conclusions by

presenting our dynamic costing chart or document. Hopefully our data will convince

the LLS to implement an international event to their list of yearly Team in Training

events.

o To attain this goal we will need to create and present our dynamic cost

analysis which our organization has already said they would be happy to make

time for.

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 o The measurement of this goal is somewhat less clear than some of our other

goals, even if we do a great job, the LLS may not be able to implement our

international plan immediately, so we have to be patient and understand that

we must do our best on this project and then hope our organization has the

means and desire to implement the project. Our project will be a success if

the LLS say they are happy with the work we did rather than if our project is

implemented right away or not.

  The overall success of this project will be determined by two standards. The first standard is

the final grade received for the overall project. If our group attains a final grade of an ‘A’ for

this project we will consider ourselves successful. The second standard on which we will

measure our success is by our lasting impact on The Leukemia & Lymphoma Society. If The

Leukemia & Lymphoma Society utilizes our international plan, and begins work to implement

and adopt it within the next three years we see ourselves as successful.

Secondary metrics of success will also measure our performance on a more detailed level. In

order for our group to be successful all course deadlines will be met on time, with 65% of all

assignments handed in early. Performance metrics for productivity, quality, and efficiency will

be determined in two ways: First, overall team performance will be determined by the Peer

Evaluation. The closer each team member is to 100 percentage allocation the better our team has

performed. Individuals performing over or less than 100% hurt the productivity and efficiency of

the group as a whole. All work needs to be equally and evenly distributed amongst the members

to maximize the quality of the work. The second way that performance will be measured in our

team is by using two team developed surveys. The first survey will be presented to all team

members and be used to gauge team productivity, quality, and efficiency (see survey 1). The

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second survey, will be presented to our organization, although worded slightly differently, will

measure the same metrics and use the same point system (see survey 2). Our surveys will be

added to the end of this report. Upon the completion of all the surveys a team performance score

will be computed using the formula below:

Planning is an important part of the managing process, it allows the manager to identify

and select appropriate goals, and courses of action (Contemporary Management, 263). Planning

gives a group a sense of direction, a common goal we all want to achieve in the end. By

everyone striving for the same goal it creates more cohesiveness among the group which leads to

better group performance. The type of plan that creates an overall sense of direction for our

group is a functional-level plan, which are decisions pertaining to the goals they pursue to help

the individuals attain the overall group goals (Contemporary Management, 268). This plan is

going to have a time horizon of roughly 4 months from mid-February to the beginning of May,

when our final presentation is due.

Our group has set many goals for ourselves, through our planning process and feels those

plans will best help us help the organization to the best of our ability and of course get an A on

our project. The first goal we plan to achieve as a group is to implement our grassroots marketing

plan, this consists of going to local gyms, hospitals, ice rinks, supermarkets, colleges, two local

races, and a few other locations. We plan to hand out flyers at these locations and talk to people

individually to tell them about the Team in Training program that The Leukemia and Lymphoma

Society runs and try to recruit them to join and attend an information session about the program,

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this will be taking place from the beginning of March to the beginning of April. Alex will attain

the necessary marketing supplies that The Leukemia and Lymphoma Society said they would

provide for us. Once we get those necessary materials, we will all as team go out to these

locations and market the Team in Training program. We will all be accountable for the success

of this goal because it is going to take each one of us to go out to these locations and give our

time to promote the Team in Training program. This will be accomplished by going to all these

locations handing out flyers and talking to people to promote the Team in Training program, and

we hope in the end that we recruit a large group of people to attend the information session and

eventually join and participate in an event.

The next thing we as a group need to accomplish is the international portion of our

project. The international portion of our project is to research marathons and other events

overseas to find out the costs that each individual would incur, and figure out if it is to expense

based on if the individual would have to fundraise too much, that it deters them from going. We

plan to research two countries where other chapters of The Leukemia and Lymphoma Society

have attended. The two cities with the most success seem to be Paris and Dublin. Sarah will

conduct the research on the Paris marathon and find all the costs that go along with an overseas

trip, and Nina will do the same for the Dublin marathon. Louis will a conduct an analysis on the

costs to see if the trip is feasible for the Rhode Island chapter of The Leukemia and Lymphoma

Society, based on the amount we ask for each individual member to raise. Once the research is

done and the analysis is complete we will present our findings to the Rhode Island chapter of

The Leukemia and Lymphoma Society, and hopefully they are pleased with our findings and

they decide to implement our model for future events for many years to come. Most of this work

will be done from the beginning of April to end of April or the beginning of May. Sarah will be

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accountable for her research and Nina will be accountable for hers and Louis will be accountable

for creating a proper and accurate model that The Leukemia and Lymphoma Society could

actually implement. We all as a group will be responsible for presenting the findings in a

professional manner, by making sure we all have a good understanding of the subject matter.

Again, in the end we hope our data will convince the Rhode Island chapter of The Leukemia and

Lymphoma Society to implement an international event to their list of yearly Team in Training

events.

Finally, we as a group want to get an A on this project, to do this we have to make sure

we help the organization out to the best of our abilities, and make sure we complete all of our

team deliverables on time and in a professional manner. The first deliverable is this team project

plan and memo, which is due this coming Thursday. We all as a group were assigned different

tasks to complete, we then met and proofread each other’s work, and now we need to make those

corrections and put them all together and present them to the professor in a professional manner.

We will all be accountable for the successful completion of the deliverable. The next deliverable

we as a team will be responsible for is the team member development feedback that each

individual is responsible for completing by themselves. We will each be accountable for our own

feedback and this deliverable is due on March 26, 2010. The next deliverable we as team will be

responsible for is the service learning milestone report, we will all be responsible for the

completion of this because it is a large assignment and it would be unfair for one person to do it

all by themselves. We will all assign different parts and be accountable for each of our individual

parts, but we as a team will be accountable for the final presentation of the deliverable. This

assignment is due on March 26, 2010 as well. The next deliverable that is due from our team is

the team performance summary, again this is an individual assignment that each individual is

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accountable for and must accomplish by themselves. This deliverable is due on March 26, 2010

as well. The next deliverable that will be due from our team is the preliminary site evaluation,

which we as a group have to make sure our organization is aware of and make sure they

understand how and why they are doing it. We will be accountable for making the organization

aware of this requirement and what they need to do to complete it. This deliverable is due on

March 30, 2010. Our next team deliverable that will due is the team poster board showcase,

which will be due on April 27, 2010. We as a group will all be assigned different tasks and be

accountable for these tasks. Louis will be accountable for the project description, Alex will be

accountable for the accomplishments, Sarah will be responsible for the long-term impact, Nina

will be responsible for the management insights, and we as a team will be accountable for the

success of the final presentation of our poster board. The next and final deliverable that will be

due from our team is the team final examination. There are several subtasks that must be

completed and we will once again split theses task amongst ourselves. Jenna will be accountable

for the Executive Summary, the team as a whole will be responsible for the PowerPoint, service

learning final report, and of course the final examination. This will be due on May 18, 2010. We

all as team hope with the successful completion of all these key deliverables, that we help the

organization to the best of our ability and get an A on the project.

The contingency plan that our team has implemented was constructed by generating a

multitude of different forecasts of the future based on an accumulated number of assumptions.

By analyzing the different approaches that our team could take to avoid such risks, it will help

our team adapt to both anticipated and unanticipated changes within the internal and external

environment (Contemporary Management, 269). In other words, our teams’ vision and goals not

only depend on the teams’ operation but also on the factors outside of our team that could have a

21 

 
potential impact. An example of this would be if The Leukemia and Lymphoma Society decides

that they no longer need our help to make them become global, and then we no longer will be

able to administer our team objectives. Thus, we need to have a backup plan in case of these

arising external forces effect our team. There are four components to keep in mind when creating

a contingency plan; risk, role, authority, and action, (Aaron, 2006). Yet we also have examined

the short-term, intermediate-term and long-term effects that will arise.

First, the team must assume the many potential risks that occur when working with an

organization outside of school. The team must prepare for future risks that will alter the outcome

of our teams’ success. An example of this would be if a member of The Leukemia and

Lymphoma Society decided that they could not make any more meetings with us for the rest of

the semester, it would make it extremely difficult to focus on our team objectives and vision by

hindering the ability to firmly put them in place. An external risk that could encumber success

would be if a team member, specifically Alex, suddenly came down with a serious illness and

could not contribute to the team as planned. It is important to realize that the assumed risks will

not necessarily happen, however, there always needs to be immediate action taken.

If the assumed risks do occur, the second aspect is to address is our team roles (Aaron, 2006).

After reviewing our roles, it will be obvious that the main person in contact with risk is our

leader. However, if the leader is not able to make it to any meetings until the end of the semester

there will need to be an immediate reallocation of roles within the group. It is important to

maintain optimism in a situation such as this and it is necessary to continue working towards our

teams’ purpose for the semester. While reallocating the roles in these dire circumstances it is

imperative to acknowledge each team members skills and comfort levels by assigning back-up

roles for each individuals in case of unexpected contingencies and emergencies.

22 

 
 The third aspect of the contingency plan is to address authority (Aaron, 2006). In every

successful team there are numerous authoritative roles that would determine success. In our case,

it is reasonable to assign a large portion of our service learning project over to these figures

because the transfer of information is what ultimately determines if our project gets approval.

The order in which we prefer to have our project delegated is vital to our performance because

communicating with the incorrect associates will halt the team’s ability to function. To avoid the

notion of failure, there will be various channels of communication with each authority figure so

that there are no reasons for miscommunication. These channels are provided by e-mail, phone

calls, or the specific weekly meeting times we delegated at the beginning of the semester.

The fourth and final aspect of the contingency plan is the team actions, which are the planned

behaviors that should be taken by each role in the context of a crisis (Aaron, 2006). Our actions

as a team need to be implemented in a way where negative consequences of risk cannot occur

while producing as many benefits as possible. The main idea of our team actions should allow

the greatest amount of communication made between members so that the essential information

of our teams remains available to all team members.

By having an understanding that risks can occur within our team, and by laying out all the

means necessary to conduct the proper behavior, the contingency plan will provide us with the

ability to utilize all of our strengths in dire times. Analyzing and creating alternative deliverables

will lead our team to great success if all of the assumptions prove clear. The idea of this plan is

measurable by the norms and values that have been predetermined if such risk could occur

during our service learning project. Hopefully, in the event of such possibilities the teams’

cohesiveness will overcome the obstacles presented and maintain focus and control.

23 

 
 We, the authors of this document, hereby agree with the terms enclosed within this document,
and certify that we have read and fully understand all sections of this agreement.

_______________________________________

Alexander McKelvey – Team Leader

Justin Buchanan – Team Member

Louis Orsatti – Team Member

Sarah Rubel – Team Member

Nina Santaniello – Team Member

Jenna Zinno – Team Member

DATE:

24 

 
Survey 1 
 

Organization Performance Survey

Directions: The purpose of this Survey is to inform our team on how well you believe we
performed. For this survey we are concerned with the Performance metrics of productivity,
quality, and efficiency. Please choose the appropriate number from the scale for each metric to
indicate how you feel we performed.

Scale

1 = Strongly Disagree

2 = Disagree

3 = Indifferent

4 = Agree

5 = Strongly Agree

Productivity

From observing our team and seeing our final product, you feel that we worked productively.

1 2 3 4 5

Quality

You feel that all of our work, and the final product we presented to you, are of the highest
quality.

1 2 3 4 5

Efficiency

From observing our team and seeing our final product, you feel that we worked efficiently.

1 2 3
25  4 5

 
Survey 2 

Group Member Performance Survey

Directions: The purpose of this Survey is to inform our team on how well you believe we
performed. For this survey we are concerned with the Performance metrics of productivity,
quality, and efficiency. Please choose the appropriate number from the scale for each metric to
indicate how you feel we performed.

Scale

1 = Strongly Disagree

2 = Disagree

3 = Indifferent

4 = Agree

5 = Strongly Agree

Productivity

During your time as a member of this team, you feel that we worked productively.

1 2 3 4 5

Quality

You feel that all of our work, and the final product we presented, are of the highest quality.

1 2 3 4 5

Efficiency

During your time as a member of this team, you feel that we worked efficiently.

1 2 3 4 5
26 

 
 

This project has a couple of components. We will be working with the Rhode Island

chapter of The Leukemia & Lymphoma society’s Team in Training Program. The first part to the

project will be helping this non-profit organization with a grass roots marketing campaign. We

will do this by handing out promotional materials provided by our organization, attending at least

two 5k races, and also speaking to people at local places of business. We also plan to utilize a

“word of mouth” marketing technique to get the word out about the Team in Training Program.

The second component is the international aspect. We plan to develop an international Team in

Training model for the Rhode Island chapter to implement when they are ready.

Our key deliverables are the implementation of the grass roots marketing plan, the

implementation of the international component and our presentation to the class at the end of the

semester.

The team’s duties are to follow the norms, to complete the key deliverables, to keep in

contact with the organization and remain cohesive. The main contact of the team will be

Alexander McKelvey. Responsibilities of the host institution are to supply us with the proper

marketing tools to implement our deliverables and also to guide us to make sure we stay on track

with what we have proposed to do to help this non-profit organization move forward. The main

contact of the host institution will be Meghan Downing.

Our key milestone meetings with our organization will be scheduled at the halfway point

of our grass roots marketing campaign and at the completion. We will also meet with them after

we gather the necessary research and create a presentation for the international Team in Training

event. Our final meeting will be at the end of the semester to thank our organization for their

cooperation.
27 

 
  

We, the Rhode Island Chapter of The Leukemia & Lymphoma Society, hereby agree with the
terms enclosed within this document, and certify that we have read and fully understand all
sections of this agreement.

Bill Koconis – Executive Director 

Meghan Downing – Team in Training Director 

Alicia Velez‐Stewart – Team in Training 
Assistant Director 

28 

 
 Works Cited

Aaron, David. (2006, January 3). Implementing contingency plans with contribute and the

contribute publishing server. Retrieved from

http://www.adobe.com/devnet/contribute/articles/contingency_plan_03.html

Jones, Gareth, George, Jennifer, & Reviews, Cram101. (2009). Outlines & highlights for

Contemporary Management by Jones, ISBN. Academic Internet Pub Inc.

29 

 
 ID Task Name Duration Start Finish February
MTWT F S SMTWT F S SMTWT F S SMTWT F S S
1 Form Group 7 days Tue 2/2/10 Wed 2/10/10
2 First Meeting (Team) 1 day Tue 2/2/10 Tue 2/2/10
3 Dinner as a Group (Team) 1 day Mon 2/8/10 Mon 2/8/10
4 Discussed Norms, Values, Rules (Team) 2 days Tue 2/9/10 Wed 2/10/10
5 Choose Organization 8 days Tue 2/9/10 Thu 2/18/10
6 Discuss possible organizations (Team) 7 days Tue 2/9/10 Wed 2/17/10
7 Decide on top two (Team) 1 day Tue 2/16/10 Tue 2/16/10
8 Contact LLS to set-up meeting (Team) 1 day Tue 2/16/10 Tue 2/16/10
9 Met with LLS 1 day Thu 2/18/10 Thu 2/18/10
10 Grassroots Marketing 41 days Tue 2/23/10 Sun 4/11/10
11 Getting Necessary Marketing tools from LLS (Alex) 7 days Tue 2/23/10 Wed 3/3/10
12 Attending Two Local Races (Team) 17 days Wed 3/24/10 Sat 4/10/10
13 Market at Local Gyms (Team) 1 day Sun 3/21/10 Sun 3/21/10
14 Market at Local Supermarkets 1 day Sun 3/21/10 Sun 3/21/10
15 Market at two local colleges (Team) 1 day Sat 4/3/10 Sat 4/3/10
16 Market at Local Ice Rinks (Team) 1 day Sat 3/27/10 Sat 3/27/10
17 Market at Local Health Food Stores (Team) 1 day Sat 3/27/10 Sat 3/27/10
18 Market at Hospitals (Team) 1 day Sat 4/3/10 Sat 4/3/10
19 Create a Twitter Account (Justin) 1 day Sun 4/11/10 Sun 4/11/10
20 Develop International Team-In Training Model 28 days Sun 3/28/10 Thu 4/29/10
21 Research Paris Marathon 13 days Sun 3/28/10 Sat 4/10/10
22 Entry Forms & Fees (Louis) 13 days Sun 3/28/10 Sat 4/10/10
23 Ground Transportation (Nina) 13 days Sun 3/28/10 Sat 4/10/10
24 Hotel Cost (Sarah) 13 days Sun 3/28/10 Sat 4/10/10
25 TNT Inspiration Dinner (Louis) 13 days Sun 3/28/10 Sat 4/10/10
26 TNT Victory Celebration (Nina) 13 days Sun 3/28/10 Sat 4/10/10
27 On-Site Cell Phones (Sarah) 13 days Sun 3/28/10 Sat 4/10/10
28 Air Transportation (Louis) 13 days Sun 3/28/10 Sat 4/10/10
29 Research Dublin Marathon 13 days Sun 3/28/10 Sat 4/10/10
30 Entry Forms & Fee's (Justin) 13 days Sun 3/28/10 Sat 4/10/10
31 Ground Transportation (Jenna) 13 days Sun 3/28/10 Sat 4/10/10
32 Breakfast Run Bus (Alex) 13 days Sun 3/28/10 Sat 4/10/10
33 On-Site Cell Phones (Justin) 13 days Sun 3/28/10 Sat 4/10/10
34 Hotel Cost (Jenna) 13 days Sun 3/28/10 Sat 4/10/10
35 TNT Inspiration Dinner (Alex) 13 days Sun 3/28/10 Sat 4/10/10

Task Milestone External Tasks

Project: On Track For The Cure.mpp
Date: Sun 3/21/10
Split Summary External Milestone
Progress Project Summary Deadline

Page 1
 ID Task Name Duration Start Finish February
MTWT F S SMTWT F S SMTWT F S SMTWT F S S
36 TNT Victory Party (Justin) 13 days Sun 3/28/10 Sat 4/10/10
37 Air Transporation (Jenna) 13 days Sun 3/28/10 Sat 4/10/10
38 Create Analysis of Costs 10 days Sun 4/11/10 Thu 4/22/10
39 Paris Marathon Costs (Louis) 10 days Sun 4/11/10 Thu 4/22/10
40 Dublin Marathon Costs (Sarah) 10 days Sun 4/11/10 Thu 4/22/10
41 Present Findings to RI Chapter 1 day Thu 4/29/10 Thu 4/29/10
42 Team Project Plan and Signed Memo 8 days Tue 2/16/10 Thu 2/25/10
43 Assigned Tasks to Individuals (Alex) 1 day Tue 2/16/10 Tue 2/16/10
44 Met to go over individual parts (Team) 1 day Tue 2/23/10 Tue 2/23/10
45 Produced Final Copy (Team) 3 days Tue 2/23/10 Thu 2/25/10
46 Integrative Individual Team Paper (Individual) 11 days Fri 3/12/10 Wed 3/24/10
47 Team Member Development Feedback (Individual) 5 days Mon 3/22/10 Fri 3/26/10
48 Service Learning Milestone Reports 13 days Fri 3/12/10 Fri 3/26/10
49 PowerPoint Presentation (Team) 13 days Fri 3/12/10 Fri 3/26/10
50 Executive Summary (Jenna) 13 days Fri 3/12/10 Fri 3/26/10
51 Dashboards (Team) 13 days Fri 3/12/10 Fri 3/26/10
52 Team Performance Summary (Individual) 8 days Fri 3/19/10 Fri 3/26/10
53 Preleminary Site Evaluations (Organization) 5 days Fri 3/26/10 Tue 3/30/10
54 Team Poster Board Showcase 22 days Mon 4/5/10 Fri 4/30/10
55 Project Description (Louis) 19 days Mon 4/5/10 Tue 4/27/10
56 Accomplishments (Alex) 19 days Mon 4/5/10 Tue 4/27/10
57 Long-Term Impact (Sarah) 19 days Mon 4/5/10 Tue 4/27/10
58 Management Insights (Nina) 19 days Mon 4/5/10 Tue 4/27/10
59 Poster Board Presentation (Team) 4 days Tue 4/27/10 Fri 4/30/10
60 Team Based Final Examination 12 days Mon 5/3/10 Tue 5/18/10
61 Executive Summary (Jenna) 12 days Mon 5/3/10 Tue 5/18/10
62 PowerPoint Presentation (Team) 12 days Mon 5/3/10 Tue 5/18/10
63 Service Learning Final Report (Team) 12 days Mon 5/3/10 Tue 5/18/10
64 Final Presentation (Team) 1 day Tue 5/18/10 Tue 5/18/10

Task Milestone External Tasks

Project: On Track For The Cure.mpp
Date: Sun 3/21/10
Split Summary External Milestone
Progress Project Summary Deadline

Page 2
March April May
MTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTW

Task Milestone External Tasks

Project: On Track For The Cure.mpp
Date: Sun 3/21/10
Split Summary External Milestone
Progress Project Summary Deadline

Page 3
March April May
MTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTWT F S SMTW

Task Milestone External Tasks

Project: On Track For The Cure.mpp
Date: Sun 3/21/10
Split Summary External Milestone
Progress Project Summary Deadline

Page 4