Project Plan

Winsome Manufacturing Company
Multiple Storage Container System Project
Julius Benson, Anthony Cartica, Alex Ervin, Jack Lutz,

Linda Schacherbauer, and Kimothy Woods
Unit 5 Group Project
MGT327-0805A-01 Project Management Principles--Donald Buresh
American Intercontinental University
December 14, 2008
Winsome Manufacturing Company ▫ Multiple Storage Container System Project
Project Plan Overview
Overall Objective: Increase revenue by introducing new container system product
MSCS Project Background:
A preliminary study of market trends in plastic storage containers resulted in a

finding that there is a need for a multi-container system to compete with the
successful Super-Store system sold by the Shop at Home Network. Bringing the
new product to market is the focus of this project. The intention of the project is to
create new revenue for WMC, enhance WMC’s image with consumers, and begin
a new product line which, by setting the stage for add-on products, will carry WMC
into the future.
New MSCS will compete with, and exceed in features, the Shop-at-Home Network’s rival
product
• Product available for sale September 1, 2009
• Initial sales deliverables prepared and delivered to sister company by July 1, 2009
PROJECT SCOPE
• Design and manufacture initial sales deliverables for MSCS

• Market MSCS to new commercial markets in addition to the current home
marketing.
PROJECT LEADERSHIP & COMMUNICATIONS
Leadership Communications Plan

Stakeholders Sponsor
Staffing Project Team
Home Distributors
Customers
All WMC Employees
Shareholders
PROJECT SCHEDULE
• Work Breakdown Structure – Activities

• Milestones
• Changes
PROJECT BUDGET
• Budgeting Process
• Components
• Changes
PROJECT RISKS
• Cost
• Schedule
• Performance
PROJECT METRICS
• Data Collected
• Criteria for Success
• Earned Value Analysis
Project Scope
TEAM
• Sponsor- WMC Marketing Director
• Stakeholders- WMC Sales, Marketing,
Engineering, Procurement, and Production
• Key Customers- Procurement Managers
for Office/cubicle based commercial
companies in the USA
Project Scope
PROJECT STAFFING
• This effort will require staffing priorities of team member personnel during the
proposal stage, to support the analysis and review of this project for go-forward
viability.
• If project go-ahead is given, it is anticipated that production staffing levels will need to
increase. No other increased staffing needs are projected at this time.
• If staffing needs change, the Project Manager will gather metrics to substantiate
need, and submit increased staffing proposals to senior management.
Project Leadership and Communications
Stakeholders include:
• Sponsor, Y. L. “Win” Winsome, Jr.
• Project Manager
• Project Team Members
• WMC Management
• WMC employees
• WMC Home Sales Representatives
• Stockholders
• Customers
Project Staffing
Project team will be recruited from among existing WMC staff

Each team member will contribute up to 20 hrs/wk to the project
12 to 20 team members required, depending on availability
Team can communicate & work virtually; therefore, open to all qualified
WMC employees regardless of location
In addition to skills related to their specific project assignments, project staff

• Must be familiar with WMC’s existing products and culture
• Must possess strong oral, written, and interpersonal communication skills
Staffing Changes
• Project team hires, and any staffing changes, must be

approved by the Project Manager and the team
member’s department executive.
• Any need for staffing changes will be brought

immediately to the attention of the project manager
and/or the appropriate department head.
Project Communications Plan (by Audience)
Project Sponsor
• Weekly face-to-face status meetings: Concise “bottom line” status

report plus Q & A
• Approvals needed will be presented, as they arise, in paper form for
review and signature
Project team members
Constant and detailed information on activities and deadlines:
• Project master calendar maintained on WMC’s network

• Targeted email invitations and reminders
• Any paper documentation scanned to the network project folder
• Changes, updates, and any information of interest to the project team
will be emailed to the team as available.
• Project team page on WMC’s internal website, with links to calendar,
documents, all project-related information
Project team members (continued)
Regular feedback on progress

• Daily status meetings on-site, with off-site team members videoconferencing in
Status meetings will be held daily at 9:00 a.m. These should last no more than
15 minutes, but will ensure that all team members have the same up-to-date
information.
Opportunities to express concerns and solve problems

• Problem-solving or “issues” meetings will be scheduled regularly and/or as issues
arise, and can be held in-person and by teleconference
• A regular problem-solving or “Issues” meeting will be scheduled weekly. Team
members can also call for an issues meeting when an issue arises.
Project team members (continued)
Convenient Real-Time Communication Method

Team members will use instant-messaging software to communicate with each
other in real time. IM software will allow team members to tell at a glance who is
available, rather than playing “phone tag.” Team members can communicate via IM
one-on-one, or with a few clicks can include additional members in their chat.
WMC Home Distributors

• Weekly WMC Home Rep email newsletter
• Home Rep area of website
• Additional email updates for “big news”
WMC Customers
• Advertising
• Press Releases – media, public website
• Catalog
WMC Employees (beyond project team)

• Include updates on project in weekly company newsletter
• Email “big news” to all employees
• More detailed Info on internal website
Shareholders
• Focus on shareholder wealth: Shareholders will want information on the project to
the extent that it affects corporate resources being used, and future revenues it may
bring in.
• Primary communication in quarterly stockholder newsletter
• Email updates for stockholders who have subscribed
• Press releases – media, WMC’s public website
Project Schedule
Deliverables
• Potential Revenue
• New Markets
• Add-On Capabilities
• Customer Satisfaction
Project Schedule
Team Members and Departments Represented
• Purchasing Team..
(Situational Analysis) Technological Environment, Neutral Environment,
Company Environment and Competitor Environment.
• Design Production Team/Sales Team/ Marketing Team/Shipping Team…

(Marketing Tactics) Promotion, Advertising, Product, Price, and Distribution.
• Marketing Team…
(Target Market) Geographic Segmentation, Demographic Segmentation, and
Psychographic Segmentation
• Marketing Team/Sales Team…

(Problems / Solutions) Insurance, Liability, and Legal Affairs.
Project Schedule
Inputs
• New Market Search
• Geographic Area Search
Outputs
• Network Diagrams
• Geographic Search (update)
Project Schedule
• Local Tasks… Marketing Team is specifically assigned to the Target Market based on
knowledge of the field. Consequently, they will also assist with Problem and Solutions being that
Geographic's are a big concerning new markets.
• Resources Assignments.. The Marketing Team will determine the amount of funds needed in
terms of product costs, materials needed, and when funds are allocated.
• Estimated Efforts To Complete Task…Monitoring and controlling will be used to measure

performance levels to identify potential problems. Each team leader will assess group
performance in the case of recommendations needed for preventive actions.
• Parametric…paperwork will not exceed 2/3 pages from each team. Meetings times are flexible
dependent upon completion of assignments as it relates to completion date.
Project Budget
Winsome Manufacturing Company Budget Plan
Customary:
Project Budget
•Research
•Project Information
•Industry Information
•Marketing
•Communications
•Evaluation
•Program Development
•Administration
•Total Budget Expenditures

Project Budget
MSCS Project Budget will be determined on the previous 12 months

of sales and manufacturing for the new product and project that will
increase our position in the market and point of view from our
competitors.
A monthly statement will disclose the Budget payment amount, along

with the actual project material and cost to work on the project until
completion.
Any additional charges billed to WMC for the project will be paid in
addition to the customary budget payment.
Budget will be monitored throughout the year and adjusted, if needed,

to make sure the project budget does not exceed high monetary
amounts.
Project Risks
Cost
Risk event: Need for acceleration of project completion date
Impact probability rating= 0.7
Consequence or impact value = 0.5 Calculating Project Risk:
RF = P + C – (P*C) RF = P + C – (P*C)
RF = 0.7 + 0.5 – (0.7* 0.5)
Where:
RF = -11.65
P = the selected probability
C = the selected consequence or
Actions to mitigate the risk. impact value
1. Create a core project team
2. Allocate the use of outsourcing
Project Risks
Cost
Risk event: Plastic used in commercial application more costly than
expected
Consequence or impact value = 0.3
RF = 0.2 + 0.3 – (0.2* 0.3)

RF = -0.1
Actions to mitigate the risk:

1. Conduct market research before commencing production
2. Locate alternative materials
Project Risks
Cost
Risk event: Workers not trained to handle commercial segment work load

RF = 0.5 + 0.4 – (0.5* 0.4)

RF = -0.11

1. Provide appropriate training to current workers
2. Recruit new workers who are suitable for the commercial production and
marketing
Project Risks
Schedule
Risk event: Production department not able to meet its target dates

RF = 0.3 + 0.3 – (0.3* 0.3)

RF = -0.3

1. Request report from the production department on how the target will be
achieved. Discuss and evaluate their strategies.
2. Access additional resources to meet target dates
Project Risks
Risk Event: Production Department unable to comply with project design

specifications
RF = 0.4 + 0.4 – (0.4* 0.4)

RF = -0.8

1. Request a production trial run for commercial products.
2. Outsource this segment of the production work
Project Risks
Performance/Quality
Risk event: Plastic selected for use is not acceptable for
commercial use
RF = 0.3 + 0.3 – (0.3* 0.3)

RF = -0.3

Get competitor intelligence for the materials being used in the commercial
segment.
Project Risks
Risk Event: Printing errors detected during final inspection
RF = 0.5 + 0.4 – (0.5* 0.4)

RF = -0.11

1. Reprint packaging
2. Establish a more acute inspection detail
Project Metrics
Project Collection
Measurement of Progress and Performance
Data Collection Metric

Planned Work
Actual Work
Cost of Actual Work
Data Collection Departments

Marketing
Purchasing
Design
Sales
Project Metrics
Metric Measurable
INPUTS
• Budgeted Cost of Work Scheduled (BCWS)-Activity Budget

• Budgeted Cost of Work Preformed (BCWP)-Planned cost of scheduled
work.
• Actual Cost of Work Preformed (ACWP)- Actual Cost of activities.
• Budget at completion- (BAC)
• Estimate at Completion-(EAC)
Project Metrics
Metric Measurable
OUTPUTS
EARNED VALUE
The % of activity complete times its Budget
SPI = BCWP/BCWS
SPI<1 means project is not on schedule.
CPI = Cost Performance Index.
CPI = BCWP/ACWP
CPI<1 mean project is over budget
Project Metrics
Project Collection
Milestone Reporting
§ Master Work Schedule (MWS) will identify the major deliverables.

§ Activities will be scheduled over time based on expected completion date.
§ Milestones established based on project deliverable dates.
§ Schedule to be updated based on Activity reporting.
§ Allocate cost.
§ Metrics to be capture at beginning and end of any Scope Changes.
§ Plot Actual Activity to analyze data and confirm.
§ Analyze data and provide performance results.
Barriers to Success
Logistical Barriers
• Time… This pertains to maintaining shipping schedules, hours worked on project,

communications with stakeholders and sponsors.
• Background Knowledge…Team structure as it relates to experience, product knowledge as well

as marketing strategies.
• Distractions… Maintaining project duties as well as regular duties. Attending meetings late and
half prepared and miscommunications.
• Access.., Requires full participation of all members in time allotted for project. Fulfillment of
Scope statement along with company milestones.
• Funding… Account developments, negotiations with implementing the sale, pricing, product
guarantee offers, overall expenses including materials, company travel and advertising.
Barriers to Success
Logistical Barriers – Actions for Success
In reference to the logistical barriers listed, the actions for success include the following;
• Time…Constant communication with all team members, sponsors, and stakeholders between
meetings and otherwise.
• Background Knowledge…Placement of team members to groups as it relates to their

knowledge of the field they are assigned to.
• Distractions…Documentation of all meetings as well as progress reports for the purpose of

preventing any second guessing all assigned duties.
• Access…All team members are expected to maintain their share of work to prevent overworking
fellow team members. This also pertains to team members that are responsible for continuing
their regular scheduled duties.
• Funding…All team members will comply with the funding allotted for the project. Extra funding
will be allowed based on the request submitted by the project manager to upper management.
Barriers to Success
Communication and Decision-making Barriers
•Winsome Co. will set up a budget committee that will be responsible and held accountable
for the affairs concerning the Budget including any amended changes that occur.
•The budget plan will be collaborated and discussed only within the management division at
Winsome Co.
•The budget will be amended several times during its tenure, hence the confidentiality and
analylizing of the budget on a case by case basis.
Barriers to Success
Communication and Decision-making Barriers – Actions for Success
•The Budget committee will communicate these meetings concerning these changes by phone,
fax or via e-mail.
•No formal decisions will be made by such means, the actual closing of the final decisions will be
made at the Project’s board meeting
•All supervisors, managers and Project Managers will attend these meetings as well as have a
fair say as to the outcome of the final decision with the staff and the project in their best interest.
Barriers to Success
Scope and Complexity Barriers
Manpower Resources- there is risk of market timeline access due to inability to have qualified
manpower available to support proposed increased production due to commercial market
penetration.
Complexity Increase- design changes to Multiple Container System (if required) increase risk of
differentiation from the current home sales product, decreasing compatibility with the current
product, thus increasing production costs.
Barriers to Success
Leadership & Staffing Barriers:
• Lack of Buy-In
– Reluctance by management to give up time from their best employees
– Employee hesitation to give up “known quantity” work assignments to devote time to the
new project
• Time and budget constraints
• Difficulty facilitating teamwork among employees from different departments who may not
typically work together
– Personality conflicts
– “Turf wars” between departments
Barriers to Success
Leadership & Staffing Barriers – Actions for Success:
• Gain buy-in by clearly communicating how this project aligns with company goals
• Make sure team members understand what the contribution of each department will be, so that
they understand the importance of their own roles, and the roles of others
• Ensure clear communication of project goals and expectations

Barriers to Success
Priorities and Goals Barriers
• If there are radical changes in market research and market intelligence report.
• If there are any changes in the cost structure at Winsome.
• If there is a sudden change in the financial/human resources available for the plant.
• There may be need for changes in the plan if there are sudden or unexpected changes affecting
the supply of raw material.
Barriers to Success
Priorities and Goals Barriers – Actions for Success:
•Significant changes will be presented by the project manager to the project sponsor for review or
approval. If the financial impact of the change is very large and risk the entire project, the project
manager will place the proposal for change to the project sponsors.
•For approval, the project manager will carefully evaluate the changes; he will assess the
authenticity of the risk assessment. He will then compare these with the industry best practices.
Barriers to Success
Cultural Barriers
Lack of Inclusiveness
• Lack of diversity – Failure to recruit project team members based on
stereotypes that result in inaccurate perception and attributions.
• Failure to recognize the many different values, cultural backgrounds and

experience of team members.
• Lack of exposure to diversity resulting in conflict and tension among team

members.
Lack of Effective Communication

• Communication gaps that don’t promote exits to communication barriers.
Barriers to Success
Cultural Barriers – Actions for Success
Overcoming cultural barriers within the project team can best be facilitated through:
•Diversity training
–Self-awareness activities
–Cultural awareness activities
–In-house, or by outside consultant
•Ensure that the overall culture of the organization is

–Open
–Diverse
–Inviting
Questions?
References
George, J., & Jones, G. (2005). Understanding and managing organizational behavior.
Upper Saddle River, New Jersey: Prentice Hall
Project Management Institute, Inc. (2004). A Guide to the Project Management Body
of Knowledge: PMBOK® Guide (3rd ed.). Newtown Square, PA: Project
Management Institute, Inc.
Wilkens, T. T. (1999). Earned value clear and simple. Retrieved December 12, 2008,
from Project Smart Web site: http://www.projectsmart.co.uk/
docs/earned-value.pdf

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Project Plan

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Winsome Manufacturing Company

Multiple Storage Container System Project

Julius Benson, Anthony Cartica, Alex Ervin, Jack Lutz,

Overall Objective: Increase revenue by introducing new container system product

MSCS Project Background:

A preliminary study of market trends in plastic storage containers resulted in a

• Design and manufacture initial sales deliverables for MSCS

PROJECT LEADERSHIP & COMMUNICATIONS

Leadership Communications Plan

• Work Breakdown Structure – Activities

Project team will be recruited from among existing WMC staff

In addition to skills related to their specific project assignments, project staff

• Project team hires, and any staffing changes, must be

• Any need for staffing changes will be brought

Project Communications Plan (by Audience)

• Weekly face-to-face status meetings: Concise “bottom line” status

Project Communications Plan (by Audience)

Project team members

Constant and detailed information on activities and deadlines:

• Project master calendar maintained on WMC’s network

Project Communications Plan (by Audience)

Project team members (continued)

Regular feedback on progress

Opportunities to express concerns and solve problems

Project Communications Plan (by Audience)

Project team members (continued)

Convenient Real-Time Communication Method

Project Communications Plan (by Audience)

WMC Home Distributors

Project Communications Plan (by Audience)

WMC Employees (beyond project team)

Project Communications Plan (by Audience)

Team Members and Departments Represented

• Design Production Team/Sales Team/ Marketing Team/Shipping Team…

• Marketing Team/Sales Team…

• Estimated Efforts To Complete Task…Monitoring and controlling will be used to measure

Winsome Manufacturing Company Budget Plan

•Total Budget Expenditures

MSCS Project Budget will be determined on the previous 12 months

A monthly statement will disclose the Budget payment amount, along

Budget will be monitored throughout the year and adjusted, if needed,

Impact probability rating= 0.7

Consequence or impact value = 0.5 Calculating Project Risk:

Impact probability rating= 0.2

Consequence or impact value = 0.3

RF = 0.2 + 0.3 – (0.2* 0.3)

Actions to mitigate the risk:

Impact probability rating= 0.5

RF = 0.5 + 0.4 – (0.5* 0.4)

Actions to mitigate the risk:

Impact probability rating= 0.3

RF = 0.3 + 0.3 – (0.3* 0.3)

Actions to mitigate the risk:

Risk Event: Production Department unable to comply with project design

Impact probability rating= 0.4

Consequence or impact value = 0.4

RF = 0.4 + 0.4 – (0.4* 0.4)

Actions to mitigate the risk:

Impact probability rating= 0.3

Consequence or impact value = 0.3

RF = 0.3 + 0.3 – (0.3* 0.3)

Actions to mitigate the risk:

Risk Event: Printing errors detected during final inspection