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Running head: Fast6 Communications Plan 1
Fast 6 Project Management Communications Plan Evers Family Kitchen Upgrade and Modernization
PMGT 502 Communications Project
Michael Flores, Paolo Profumo, Keith Metheny, David Coffman, Daniel Garner, & Leroy Peter
Fast6 Communications Plan 2
Table of Contents
1. Project Charter ........................................................................................................................................................... 4
1.1 Document Author ................................................................................................................................................ 4
1.2 Document Distribution ........................................................................................................................................ 4
1.3 Revision History .................................................................................................................................................. 4
1.4 Introduction ......................................................................................................................................................... 5
1.5 Overview ............................................................................................................................................................. 5
1.6 Purpose ................................................................................................................................................................ 5
1.7 Project Objective ................................................................................................................................................. 6
1.8 Business Need or Opportunity............................................................................................................................. 6
1.9 Financial Benefits of the Project ......................................................................................................................... 7
1.10 Scope ................................................................................................................................................................. 8
a. Project Objective ............................................................................................................................................... 8
b. Deliverables ...................................................................................................................................................... 8
c. Constraints ........................................................................................................................................................ 8
d. Milestones ......................................................................................................................................................... 8
e. Kitchen Redesign and Consulting Review ........................................................................................................ 8
f. Cost Breakdown of Evers Kitchen Redesign ..................................................................................................... 9
................................................................................................................................................................................... 9
1.11 Critical Success Factors ................................................................................................................................... 10
2. Project Roles ............................................................................................................................................................ 11
Project Manager .................................................................................................................................................. 11
Design Engineer .................................................................................................................................................. 11
Interior Designer ................................................................................................................................................. 11
Contracts Officer ................................................................................................................................................. 11
Project Integrator ................................................................................................................................................ 11
Closing Integrator ............................................................................................................................................... 11
2.1 Fast 6 Project Team Directories ........................................................................................................................ 12
Fast6 Communications Plan 3
2.2 Organizational Chart ......................................................................................................................................... 13
2.3 Responsibility Matrix ........................................................................................................................................ 14
2.4 Stakeholder Analysis ......................................................................................................................................... 15
3. Communications Methods ....................................................................................................................................... 16
3.1 Communications Matrix .................................................................................................................................... 17
4. Change Control Process ........................................................................................................................................... 18
4.1 Introduction ....................................................................................................................................................... 18
4.2 Change Management Approach ........................................................................................................................ 18
a. Change Request Form and Management Log ................................................................................................. 19
4.3 Evaluating and Authorizing Change Requests .................................................................................................. 20
4.4 Change Control Board ....................................................................................................................................... 21
4.5 Change Control Process .................................................................................................................................... 22
4.6 Change Control Process Diagram ..................................................................................................................... 23
5. Customer Acceptance .............................................................................................................................................. 24
Appendix A ................................................................................................................................................................. 25
Forms....................................................................................................................................................................... 25
Project Change Request Form............................................................................................................................. 25
Appendix B: Change Control Log ...................................................................................................................... 26
Appendix C Kitchen Schematics ................................................................................................................................ 27
Fast6 Communications Plan 4
1. Project Charter
1.1 Document Author
If you have any questions concerning this document, please contact:
Name Position Phone E-mail
Leroy Peter Project Manager 850-264-9647 peterl@my.erau.edu
1.2 Document Distribution
This document will be disseminated to the following Evers Family Project principles, directly involved in
the project. The following individuals will serve as the project team.
Name Position Phone E-mail
Leroy Peter Project Manager 850-264-9647 Hphih2@hotmail.com
Evers Family Project Client 555-555-5556 EversFamily@NiceTouch.com
Michael Flores Project Integrator 850-590-3902 floresm3@erau.edu
Keith Metheny Interior Design 505-967-9654 keithmthny@yahoo.com
Daniel Garner Contract Officer 706-464-1520 Garnergetaways350z@yahoo.com
David Coffman Closing Integrator 817-319-1120 david.coffman@lmco.com
Paolo Profumo Design Engineer 504-339-1994 pfprofumo@gmail.com
1.3 Revision History
The revision history tracks the changes to this document during the life of the project
Date Revision Description
9/1/2013 Leroy Peter Initial Draft
9/20/2013 Daniel Garner Draft Revision
10/9/2013 Leroy Peter Final Draft Revision
Fast6 Communications Plan 5
1.4 Introduction
This Communications Plan sets the communications framework for the Evers Family Kitchen Redesign
project. It will serve as a guide for communications throughout the life of the project and will be updated
as communication needs change. This plan identifies and defines the roles of persons involved in this
project. It also includes a communications matrix, which maps the communication requirements of this
project. An in-depth guide for implementing changes within the project should help facilitate this project
and ensure its success. A project team directory is included to provide contact information for all
stakeholders directly involved in the project.
The project has been awarded to Fast6, a Design and Consulting firm located in Smallville, U.S.A. The
company has extensive experience in commercial and new-construction design jobs.
1.5 Overview
Fast 6 will provide design and remodel integration through face to face client meetings to establish client
needs and desires with Fast 6 expertise in modern kitchen technologies and materials. The clients for this
project, The Evers Family, have lived in their home for 20 years. With the family’s two children off to
attend college, the family is considering placing their home on the market. The Evers have chosen to
remodel the kitchen to complete their home improvements and add additional market value to their home.
1.6 Purpose
The purpose of the Fast 6 communications plan is to ensure full integration of all aspects required in the
design and remodel of home interior or exterior improvements between the clients, sub-contractors, and
our design integration team. It is intended that all aspects of the global communications be accounted for
through written documents and processes to ensure a new experience in client satisfaction. The
communication plan provides a roadmap to subject matter, frequency in communications, methods, and
defined guidelines of team member’s ownership utilizing all means of technology available.
Fast6 Communications Plan 6
1.7 Project Objective
Fast 6 will provide design and remodel integration through face to face client meetings to establish client
needs and desires with Fast 6 expertise in modern kitchen technologies and materials to produce a high-
quality, custom kitchen. Design layouts will be accomplished using high technology Computer Aided
Three-dimensional Interactive Application (CATIA) applications so that the client benefits in virtual
awareness and can provide feedback on design changes to the Fast 6 integration team. Fast 6 will also
coordinate and manage all aspects of the kitchen remodel including demolition, subcontracting,
permitting, quality assurance, and inspection for the client.
1.8 Business Need or Opportunity
With the economic downturn of 2008, Fast 6 has seen business prospective slow to record lows across the
construction industry. Fast 6 used to specialize in new construction projects only, both commercial and
residential. This project takes on significance in that it will serve as Fast 6’s first foray into the residential
renovation market segment. The Evers’ Family Kitchen Redesign project will:
Help reposition and diversify Fast 6 from only new-build construction to entering the residential
remodel market as well.
It is important to make this transition now to capture a previously untapped market segment.
Not making this transition could result in potentially losing lucrative future remodeling jobs
Remodeling kitchens is a lateral shift of Fast 6’s skills and represents an exciting opportunity for
our company to branch out into new markets
Fast6 Communications Plan 7
1.9 Financial Benefits of the Project
There are financial benefits that Fast 6 will gain throughout this project as well as after the project is
completed. This project will allow the firm to highlight the capabilities of the organization. At the
successful completion of the Evers Family Kitchen Redesign project, we will ask the client’s to complete
an evaluation that can be used to improve project processes and procedures and enhance future client
experiences. Positive customer feedback can also be included in the company’s portfolio, which is
commonly used to highlight our organization’s quality business processes. Through this method, we hope
to bring in more clients and increase our revenue.
Fast 6 will also use financial appraisal to help identify the financial benefits of the project. During
the project, the PM will ensure all costs have been identified, quantified, and meet all legal and
accounting requirements. With all of this complied data, the team can use it as a benefit for planning
similar projects in the future, which in turn will save time and money.
Fast6 Communications Plan 8
1.10 Scope
a. Project Objective
To construct a high-quality, custom kitchen within three months at a cost not to exceed $35,000.
b. Deliverables
• A complete redesign schematic of finished kitchen.
• Budget listing equipment, materials, labor, and lead time penalties.
• Kitchen appliances to include range, oven, microwave, refrigerator, and dishwasher.
• Written contracts with plumbers, electricians, and custom cabinetry with commitment dates.
c. Constraints
• Preliminary budget of $35,000 does not include vendor travel expenses or unexpected cost.
• Regulatory compliance & state codes.
• Construction permits and licenses.
• Third part vendor negotiation delays.
d. Milestones
1. Present Kitchen Redesign plan to Evers Family for approval —September 1
2. Permits approved – September 6
3. Old kitchen removed—September 10
4. Sheetrock repairs, field measurements, and paint—September 25
5. Dry in. Cabinet framing, plumbing, and electrical—November 1
6. Install new floors, countertops, and custom cabinetry—November 14
7. Installation of lighting, sink, and all appliances—November 20
8. Final inspection—December 1
e. Kitchen Redesign and Consulting Review
1. Review of existing plans, operation, function, and layout function with the owner and/or
owner's representative. This includes one site visit by Fast 6 staff as required.
2. Review scope and custom work to be preformed.
Fast6 Communications Plan 9
3. Review space available in square feet and functions desired..
4. Review existing plans, if available. Compare with recommendations.
5. Make recommendations on changes to meet Fast 6 high quality expectations.
6. Review budget. Prepare preliminary budget estimate.
7. Review with architect, owner/developer, and/or owner/developer representative.
f. Cost Breakdown of Evers Kitchen Redesign
• $4500 • $6500
• $7500 • $16,500
Cabinetry & Applicanes
Electrical & Plumbing Work
Demolition, Permitting, &
Administrative Costs
Flooring, Paint, &Lighting
Fast6 Communications Plan 10
1.11 Critical Success Factors
Several factors are of utmost importance to both the Evers Family and Fast 6. These factors are important
in determining the success of this project.
The project is completed on time, within or under budget constraints
Fast 6 delivers what we said we would deliver, with no surprises
Maximize our profits without sacrificing core quality standards and workmanship.
Meet all targeted dates on all project deliverables.
Keep the Evers Family fully updated on all project developments utilizing established
communication methods.
The Evers family is happy and satisfied will project deliverables and the finished project
Fast6 Communications Plan 11
2. Project Roles
Project Manager – will coordinate and communicate all aspects of the plan and processes with
the client, develop the project schedule, primary communications interface with the client and
subcontractors, integrate and communicate all aspects of the plan with all team members
Design Engineer – will utilize CATIA and other high technology tools to redesign the kitchen
based on communications with the interior designer and the client needs and desires check list
Interior Designer – will meet with the client on site, interpret and understand client concepts,
and define the requirements documents associated with the improvement in kitchen refurbishment
and modernization
Contracts Officer – will develop and complete all contracting documents and schedule all sub-
contracting with suppliers. Contracting officer is also responsible to communicate with the client
on payment requirements, collections, and billings
Project Integrator – will update all software associated with schedule and project updates and
will also communicate with the client on progress of critical path milestones and ensure the
project manager is updated via online and phone messaging
Closing Integrator – will perform final walk through with the project manager and client, ensure
any final touch ups or changes are integrated and closed per the project plan. Closing integrator
will also be responsible to meet with the client at a final luncheon or dinner to celebrate the
completion.
Fast6 Communications Plan 12
2.1 Fast 6 Project Team Directories
The following table presents contact information for all Fast 6 personnel identified in this communication
plan. The email addresses and phone numbers in this table will be used to communicate with these
people.
FAST 6 DESIGN, MODERNIZATON & CONSULTING COMMUNICATION ROSTER
Name Project Title Phone Email Time Zone
Leroy Peter Project Manager (850)-264-9647 peterl@my.erau.edu Eastern
hphih2@gmail.com
Michael A. Flores Project Integrator (850) 590-3902 floresm3@erau.edu Eastern
Mflores0830@gmail.com
Paolo Profumo Design Engineer (504)-339-1994 profumop@my.erau.edu Pacific
pfprofumo@gmail.com
Keith Metheney Interior Designer (505)967-9654 methed5a@my.erau.edu Mountain
keithmthny@yahoo.com
Daniel Garner Contracts Officer (706)-464-1520 Garneb23@my.erau.com Eastern
Garnergetaways350z@yahoo.com
David Coffman Closing Integrator 817-319-1120 coffmaj1@my.erau.edu Central
david.coffman@lmco.com
Fast6 Communications Plan 13
2.2 Organizational Chart
The organizational chart further illustrates the chain of command for all Fast 6 personnel involved in the
project. The chart also identifies each person’s role in the project.
Fast 6
Program ManagerLeroy Peter
Project IntegratorMichael Flores
Interior DesignKeith Metheney
Contract OfficerDaniel Garner
Closing Integrator David Coffman
Design EngineerPaolo Profumo
Fast6 Communications Plan 14
2.3 Responsibility Matrix
The matrix below outlines the roles and responsibility of the project team.
Responsibility Matrix
Lero
y P
ete
r
Dan
Gar
ner
Pao
lo P
rofu
mo
Mic
hae
l Flo
res
Dav
id C
off
man
Ke
ith
Met
hen
ey
Cu
sto
mer
Sub
con
trac
tors
Codes
A: Accountable
R: Responsible
C: Consulted
I: Informed
Project Tasks Date Complete
Project Charter A C C C R C I
28-Aug-13
Project Status Reports R C C C C C I
1-Oct
Staffing Plan R C C C C C Communication Roster A I I I I R I I 25-Aug-13
Communication Matrix A C C C R C
28-Aug-13
Scope Document C R C C C C I I 30-Aug-13
Change Control System R C C C C C I I 30-Aug-13
Responsibility Matrix C C C C C A I
4-Sep-13
Stakeholder Matrix C C C R C C
4-Sep
Risk Management A C C C C C Work breakdown Structure A C R C C C I I
Design Ideas A C C C C C C C Design Plan
C C
Cost Analysis
R Procurement C C C C C C C R Kitchen Build/Install A C C C C C C R Billing A
R R
Lessons Learned Historical Information Project Closeout A C C C C C I I
Fast6 Communications Plan 15
2.4 Stakeholder Analysis
The table below outlines the key stakeholders and their potential impact on the project.
Stakeholders Involvement In Project
Interest in Project
Influence/ Power
Resources Impact of Project on Kitchen Remodel
General Contractor
In charge of running project on site as well as managing other contractors
High Interest because this project reflects their business and potential future customers
High Power, if things need to be changed or altered in the project. They have knowledge and skill pertaining to entire project
Knowledge of general construction projects as well as sub-contractors
High because they keep the project running smoothly, know what is needed to complete the project, overall makes the process easier
Plumbing Contractor
In charge of all plumbing needs of the remodel
High Interest, maintain a good reputation as a business
High power, they are solely in charge of the plumbing installation and changes
Provides overall knowledge of plumbing installation/ servicing
High because they are in charge of all plumbing project couldn’t be finished without them
Electrical Contractor
In charge of all electrical needs and installations
High interest, want to provide quality job for future customers
High power, solely in charge of electrical work and necessary changes
Complete knowledge of electrical issues as well as appliances
High because they are in charge of all electrical issues and appliances
Suppliers Suppliers of all materials for remodels
Moderate interest, suppliers of all materials and appliances necessary for the remodel
Moderate Power, regulate what supplies from where are available
In charge of getting materials for all steps of the project
Moderate because it is important to get all supplies necessary for the project
Clients Completely in charge of the remodel, designing, hiring, overlook all aspects
High Interest, hired everyone to remodel kitchen and to do a great job on the project
High, their opinion matters over the design aspect, not so much over technical/ construction aspect
Financially responsible for the project.
High, they have the ultimate say on what goes on during the entirety of the project.
Project Team Organizes & make sure entire project goes smoothly and is on time
High interest in project, Very important because it reflects highly upon the firm
High Power, it is important they follow the process closely
In charge of getting all aspects together for project. Huge knowledge of resources
High, the firm is in charge of the project timing from start to finish as well as allocating all resources
Immediate Neighbors
Potential noise disturbances
Low interest, the only concern is the noise but if the work is done during the day it should work out
Low Power, we will be respective and explain the construction schedule, then allow them to voice concerns
Low, as long as construction is explained and issues are ok. Everything should go accordingly.
Fast6 Communications Plan 16
3. Communications Methods
Communications methods used in design and remodel include:
Client and Fast 6 in office and on site meetings
Online electronic documents and contracting
Updates though use of internet project plans that are updated frequently so the client understands
integration steps current progress to plan
Text message updates on actual completions as they occur through the process
Critical path tracking and update online tools
Personalized updates via phone or IM messaging
24 hour phone service call in updates
Business hour phone or email availability with the Fast 6 Project Manager
Final client inspections on site with wireless touch screen documents that are fed real time back to
the Fast 6 closure team
Fast6 Communications Plan 17
3.1 Communications Matrix
The following table outlines and identifies the communications requirements for this project
Project Name:
Project Organization
Project Manager Name:
Project Description:
ID
Communicato
n
Vehicle
Target
Audience
Description/P
urposeFrequency Owner
Distribution
Vehicle
Internal /
External?Comments
6.0Kick-off
MeetingAll stakeholders
Initial kick-off
meetingOnce
Project
TeamOnsite discussion Both
Introduce the project team and the
project. Review project objectives
and management approach.
6.1 Video
Conference
Project Team Project
Process, future
plan, changes
Weekly Project
Manager
Video Chat/email Internal Discuss project progress, next
weeks plan, and discuss changes to
the plan and project
6.2 Video
Conference
Customer Project
Process, future
plan, changes
Weekly Project
Team
E-mail, and video
chat
External Update customer on project status,
discuss changes, and costs/budget
6.3 Onsite meeting Contractor/
Suppliers
Project
Process, future
plan, changes
Daily Design
Engineer
Discussion External Review progress, discuss next
milestones, relay change requests,
supplies/budget and design
constraints
6.4 Video
Conference
Contractor/
Customer
Contract
issues, design
changes
Weekly Contract
Officer
Video Chat/email External Discuss and review contract to
ensure contractor/project team is
completing the project within the
scope of work
6.5 Telephone/e-
Customer Milestone
progress
Daily Project
Integrator
Onsite
Discussion/ e-
External With the Design Engineer, discuss
progress, future milestones, relay
change requests, supplies/budget
and constraints
6.6 E-mail Stakeholders Weekly
communicatio
n discussions
from all
stakeholders
Weekly Project
Manager
E-mail Both Distibute all commuincation
summaries, project
progress/milestones, changes,
budget/costs, WBS and any
pertinent information
6.7 Text-message Customer Project
Milestone
updates
As Needed Project
Team
Text-message External Text message updates to client as
key project deliverables are
completed and project milestones
are reached.
EVERS FAMILY KITCH REDESIGN AND REMODEL
FAST 6 C O MMUNICATIO N MATR IX Fast 6 Kitchen Design
ERAU
Leroy, Dan, Aaron, Keith Paolo, David
Fast6 Communications Plan 18
4. Change Control Process
4.1 Introduction
Anticipating and management project change is vital to the overall success of this project. The
Change Management Plan was created for the kitchen remodel and redesign project in order to set
expectations on how the approach to changes will be managed, what defines a change, the
purpose and role of the change control board, and the overall change management process. All
stakeholders will be expected to submit or request changes to the project in accordance with this
Change Management Plan and all requests and submissions will follow the process detailed
herein.
4.2 Change Management Approach
The Change Management approach for the kitchen remodel and redesign project will ensure that
all proposed changes are defined, reviewed, and agreed upon so they can be properly
implemented and communicated to all stakeholders. This approach will also ensure that only
changes within the scope of this project are approved and implemented.
The Change Management approach consists of three areas:
Ensure changes are within scope and beneficial to the project
Determine how the change will be implemented
Manage the change as it is implemented
The Change Management process has been designed to make sure this approach is followed for
all changes. By using this approach methodology, the kitchen redesign project team will prevent
unnecessary change from occurring and focus its resources only on beneficial changes within the
project scope. The project manager must ensure that any approved changes are communicated to
the project stakeholders. These document updates must then be communicated to the project
team and stakeholders as well
Fast6 Communications Plan 19
a. Change Request Form and Management Log
The change request form must be completed in full prior to submittal. Below is a detailed
description of the form’s elements.
Element Description
Date The date the CR was created
CR# Assigned by the Change Manager
Title A brief description of the change request
Description Description of the desired change, the impact, or benefits of a change
should also be described
Submitter Name of the person completing the CR Form and who can answer
questions regarding the suggested change
Phone Phone number of the submitter
E-Mail Email of the submitter
Product The product that the suggested change is for
Priority A code that provides a recommended categorization of the urgency of the
requested change (High, Medium, Low)
Fast6 Communications Plan 20
4.3 Evaluating and Authorizing Change Requests
In order to evaluate and prioritize a change request, the “priority” and “type” of the change are
taken into consideration. Fast6 assigns a priority level, CR type, and CR status on all change
requests.
Priority Level:
Priority Description
High Highest level of priority; assigned to scope level or client initiated request
only
Medium Moderate level of priority; decisions on CR must be given within 2
working days
Low Low level of priority; decisions on CR must be given within 4 working
days
Change Request Type:
Type Description
Scope Change affecting scope
Time Change affecting time
Duration Change affecting duration
Cost Change affecting cost
Resources Change affecting resources
Deliverables Change affecting deliverables
Product Change affecting product
Processes Change affecting process
Quality Change affecting quality
Fast6 Communications Plan 21
Change Request Status Type:
Status Description
Open Entered/Open but not yet approved or assigned
Work in Progress CR approved, assigned, and work is progressing
In Review CR work is completed and in final review prior to testing
Testing CR work has been reviewed and is being tested
Closed CR work is complete, has passed all tests, and updates have been
released.
4.4 Change Control Board
The Change Control Board (CCB) is the approval authority for all proposed change requests
pertaining to the kitchen redesign project. The purpose of the CCB is to review all change
requests, determine their impacts on the project risk, scope, cost, and schedule, and to approve or
deny each change request. The following chart provides a list of the CCB members for the
project:
Position CCB Role
Project Sponsor CCB Chair
Project Manager CCB Co-Chair
Client (Evers Family) CCB Member
General Contractor CCB Member
Fast6 Communications Plan 22
4.5 Change Control Process
The Change Control Process for the kitchen remodel project will follow the organizational
standard change process for all projects. The project manager has overall responsibility for
executing the change management process for each change request.
Identify the need for a change (Stakeholders) – Change requestor will submit a completed
change request form to the project manager. See attachment A.
Log change in the change request register (Project Manager) – The project manager will
keep a log of all submitted change requests throughout the project’s lifecycle. See
attachment B.
Evaluate the change (Project Manager, Team, Requestor) – The project manager will
conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and
scope and seek clarification from team members and the change requestor.
Submit change request to CCB (Project Manager) – The project manager will submit the
change request, as well as the preliminary analysis, to the CCB for review.
Obtain Decision on change request (CCB) – The CCB will discuss the proposed change
and decide whether or not it will be approved based on all submitted information.
Implement change (Project Manager) – If a change is approved by the CCB, the project
manager will update and re-baseline project documentation as necessary.
Fast6 Communications Plan 23
4.6 Change Control Process Diagram
Fast6 Communications Plan 24
5. Customer Acceptance
Approved by the Project Sponsor:
__________________________________________ Date: __________________
Approved by Client:
_________________________________________ Date:_____________________
Fast6 Communications Plan 25
Appendix A
Forms
Project Change Request Form
SUBMITTER - GENERAL INFORMATION CR#
Submitter Name
Brief Description of Request
Date Submitted
Date Required
Priority Low Medium High Mandatory
Reason for Change
Other Artifacts Impacted
Assumptions and Notes
Attachments or References Yes No
Link:
INITIAL ANALYSIS Hour Impact
Duration Impact
Schedule Impact
Comments
Recommendations
CHANGE CONTROL BOARD - DECISION Decision Approved Approved
w/Conditions
Rejected More Info
Decision Date
Decision Explanation
Conditions
Fast6 Communications Plan 26
Appendix B: Change Control Log
PROJECT INFORMATION
Project Title: Project Number:
Project Manager:
Change
Number
Description of
Change Priority
Date
Requested
Requested
By
Status
Date
Resolved
Resolution/
Comments
**Note** Status can be (open, work in progress, In review, testing, closed)
Fast6 Communications Plan 27
Appendix C Kitchen Schematics
Recommended