...PM586 Week 4 Assignment 1. What is your total budget for this project? Was the project within the budget as set forth by the board of directors? The total budget for the project is $2,634,172. This amount is about $100,00 less than the current allotted amount of $2,750,000, showing that the project is currently within budget. To continue on this projected path of being within budget, we would need to ensure that the current budget allocations for activities such as training and recruiting of staff members is kept. We need to ensure that the personnel that we recruit are well trained to or can be easily trained so that no extra monies are spent . 2. What is your budget for the Planning Phase? What is the Planning Phase duration in weeks? [5 points] The current budget for the Planning Phase of the Huntsville Project is $285754 with duration of roughly10 weeks. This Phase of the project is scheduled to last from April 18th 2011 to June 24th 2011. 3. What is your budget for the Preparation Phase? What is the Preparation Phase duration in weeks? The current budget for the Preparation Phase of the Huntsville Project is $1,282,441 with duration of roughly 49 weeks. This Phase of the project is scheduled to last from June 27th 2011 to June 27th 2011 to May 18th 2012. 4. As your project launches, what are some of the key performance indicators that you will monitor and control? Why are these performance indicators critical to manage during the...
Words: 430 - Pages: 2
...Project Risk In (Gido & Clements, 2009) risk management involves identifying, assessing and responding to project risks in order to minimize the likelihood and impact of the consequences of adverse events on the achievement of the project objective. (p.88) Risk Factors that Janis did not fully address at the start of the project are as follows: • Project Performance Evaluation o Planning and scheduling of activities o Forecasting or resource requirements o Evaluating the projects performance at key milestones Janis moved the finish date up 6 months without all of the information or input from all parties involved in the project. In addition after reviewing project schedule it is clear that Janis’s finish date set at the end of 2009 was unrealistic. • Communication: tracking performance of a project goes hand in hand with effective communication. o Communication Plan o Conflict Resolution Plan Janis did not include key players in the communication chain. • Technical o Equipment required o Equipment installation o Input from facility staff Again Janis did not ask for input from technical support. • Cost – can be effected by o Material Shortage or Labor Problems Lack of proper scheduling, communication and technical information leads to cost problems in one form or another. Janis could have improved the project’s success with proper planning and performing qualitative risk analysis. As stated in (Kerzner, 2003) the risk level of the project must be...
Words: 514 - Pages: 3
...Project Name | Huntsville New Plant Construction | Project Number | 4 | Project Manager | Steve Pokorowski (interim) | Prioritization | Medium | Owner(s) | Walter Seitz | Start Date: | April 18, 2011 | Scheduled Completion Date: | June 15, 2012 | Mission | | To attain a national presence in the container industry by constructing a plant in Huntsville Alabama which would help double sales within the next decade, develop and market new products, reduce dependence on equipment suppliers, reach first or second in regional market share and increase productivity. | Scope | | * Select resources: Architect, Real Estate Consultant, and General Contractor. * Recruit and Train Managers for Huntsville Plant. * Create a Pre-Production and Production Plan. * Create a Building Concept and Design. * Procure Building Site, Permits, and Appropriate Approvals. * Construct the Huntsville Plant Building. * Landscaping on Site. * Personnel Recruiting for Plant Operations. * Procure Equipment, Raw Material and Truck Fleet * Install Equipment. * Create Product Distribution Plan and Pre-Production Plan. * Start Up Production and Distribution. | Objectives | | To build a new fully operational plant in Huntsville, Alabama by June 30, 2012 with a budget of $2. 75 million | Assumptions | | Project team should be ready and schedule to start by the end of April 2011 where all planning and procurement preparations will be in place. The...
Words: 662 - Pages: 3
...4 WBS |Outline Number |Task Name |Duration |Predecessors |Start |Finish |Resource Names | |1 |1 |Huntsville Plant- Project |10 wks | |Fri 4/17/09 |Thu 6/25/09 | | |1.1 |1.1 | PLANNING PHASE |10 wks | |Fri 4/17/09 |Thu 6/25/09 | | |1.1.1 |1.1.1 | Select Architect |2 wks | |Fri 4/17/09 |Thu 4/30/09 |Facility Specalist[60%],Project Manager[10%] | |1.1.2 |1.1.2 | Recruit & Train Managers |6 wks | |Fri 4/17/09 |Thu 5/28/09 |Project Manager[15%],Corp. Personnel[80%] | |1.1.3 |1.1.3 | Select Real Estate Consultant |2 wks | |Fri 4/17/09 |Thu 4/30/09 |Project Manager[10%],Facility Specalist[50%] | |1.1.4 |1.1.4 | Pre-Production Plan |2 wks | |Fri 4/17/09 |Thu 4/30/09 |Production Specialist[80%],Manufacturing Engineer[85%],Project Manager[20%] | |1.1.5 |1.1.5 | Create Production Plan |4 wks |6 |Fri 5/1/09 |Thu 5/28/09 |Production Specialist[60%],Manufacturing Engineer[80%],Marketing Specialist[20%] | |1.1.6 |1.1.6 | Building Concept |2 wks |6,3 |Fri 5/1/09 |Thu 5/14/09 |Facility Specalist[40%],Architect[70%] | |1.1.7 |1.1.7 | Building Design |6 wks |8 |Fri 5/15/09 |Thu 6/25/09 |Facility Specalist[20%],Architect[10%] | |1.1.8 |1.1.8 | Site Procurement |3 wks |5,8 |Fri 5/15/09 |Thu 6/4/09 |Real Estate Consultant[70%],Marketing Specialist[20%],Facility Specalist[30%] | |1.1.9 |1.1.9 | Select General Contractor |2 wks |8 |Fri 5/15/09 |Thu 5/28/09 |Project Manager[10%],Facility Specalist[30%],Production Specialist[10%],Architect[15%] |...
Words: 678 - Pages: 3
...Huntsville Plant Project Course - PM586 Professor William 1/27/2012 Huntsville Plant Project The Huntsville Plant Project deadline of June, 30, 2012 set by the board of directors will not meet the deadline. According to my finding, it will not meet the deadline because one of my resources, Manufacturing Engineers is over allocated. The option of reschedule task resources next available time might be open to ensure this deadline is met. When placed in a situation as this there are several things that should be kept in mind to ensure the project will be ready to meet its deadline on time. One suggestion I considered is to meet with all the project team members to ensure that they are aware of the projects objectives and their own role in the project. In doing this it will elevate any misunderstandings and uncertainties so that any of the other tasks will not be over allocated as the manufacturing engineers are. With this in mind each team member will monitor the task usage and the number of hours for work on the scheduled details. Another option is to hire more resources to reduce the time that the manufacturing engineers were allocated. These resources would be well trained in handling the equipment to make sure there is no time delay in finishing the task that was assigned. In a situation like this I would have to reevaluate all tasks of this project. Key tools such as risk management, scope management, proactive communication and issue management should be...
Words: 552 - Pages: 3
...Communication Plan Huntsville Production Plant Seitz Corporation PM586 Project Management Systems October, 2010 Week 5 VERBAL COMMUNICATION | WHAT | WHEN | WHERE | OWNER | ATTENDEES | Project Kickoff Meeting | Per project schedule | Building CC203Teleconference1-777-472-0493Code: 55555 | Project Manager | Project TeamKey Project Board Members | Project Status Meetings | 2nd and 4th Thursdays of the month1:00 – 2:30PM | Building CC203Teleconference1-777-472-0493Code: 55555 | Project Manager | Project Team | Technical/Production Review Meetings * Pre-production plan * Production plan * Pre-production run review * Performance startup | Per project schedule | TBD | Project Manager | Project TeamFunctional Area Manager | Building Design Review | Per project schedule | TBD | Facility SpecialistArchitect | Project TeamProject Board Members | Progress Review Meetings | Quarterly4th business day of quarterTime TBD | Building AA209(Net Meeting as necessary) | Project Manager | Project Board MembersAdd’l Team Members, as needed | Problem-Solving Meetings | As needed | TBD | Person who calls and leads the meeting | TBD | Immediate Action Required | As needed(via phone and/or IM) | n/a | Person requiring action | TBD | WRITTEN COMMUNICATION | WHAT | DUE WHEN | METHOD OF DELIVERY | SENDER | RECEIVER | Meeting Agendas | 3 business days prior to meeting | EMAIL | Owner of the Meeting or facilitator...
Words: 845 - Pages: 4
...- 1 PM586 SEC H PROJECT PART 1 SEITZ HUNTSVILLE PROJECT PROJECT REPORT Introduction Project Planning is the key to the success of a Project. Seitz Huntsville Project is a very large project with a budget of $2,750,000 to be completed in only 18 months. Janis Clark, the Project Manager for Seitz Huntsville Project seems very determined in implementing this Project, having all the support from board of directors and access to functional elements at the corporate plant. Steve Pokorski, the Vice President of Operations, and Joe Downs (was also a Project Manager candidate for this project), the Director of Plant Engineering, were also asked to help Janis in anyway, even if they had to go out of the way. 2 Janis Strategy Mark Green, the Project Sponsor asked Janis to furnish the Project artifacts before proceeding further and Janiss approach was to convert her task list to Project Charter, Scope Statement and WBS. Since she had already created a task list, it was easier for her to build a WBS but that certainly is correct path. Janis, to the best of my knowledge, should have created a Project Charter first with the help of her assistants. A charter document is the WHAT of a project and if not planning properly, the Project is destined to fail. Charter document is used to communicate between the Project Teams, Stake holders and the rest of the company about the Project. This document is the foundation of the Project. It authorizes the project manager to proceed with the project. After...
Words: 1105 - Pages: 5
...Project Planning 1 Seitz Corp Scott T. Walker Keller Graduate School PM586: Project Management Professor Gary Gross Introduction In January 2008 the board of directors of SEITZ Corporation authorized the expenditure of $2,750,000 to construct a new plant in Huntsville Alabama that was to be completed and delivering product by 2010. Janis Clark was selected to be the project manager. Janice was given access to several key resources within the company including functional elements of the corporations Midwest plant and headquarters. She was also assigned key individuals Steve Pokorski, the Vice President of Operations, and Joe Downs, the Director of Plant Engineering. It must also be noted the Steve and Joe had submitted alternate proposals that were rejected. Clark immediately called her team together and set forth with plans to kick off the project. They first started by establishing and organizations structure and placing internal and external requisitions for employees with technical skills. Based on the posturing of Clark and her team there appeared to be some arrogance in their attitude in regard to promotion and location of the project. A preliminary list of task was established; a preliminary product line was established. Also expectations for an early completion of the plant were set in place. And it appeared all activities were set in place or in motion. Janice and her team were just about to schedule their kick off meeting...
Words: 993 - Pages: 4
...Objective: 1. Pedagogical Delivery * Creating an active and engaging classroom experience where students have opportunities to maximize learning and outcomes * Effectively delivering all courses utilizing the appropriate delivery methodologies (blended or onsite as scheduled). * Implementing best practices in assessing student learning through exams, assignments and other appropriate methods in all courses. * Support students outside the classroom through tutoring, review sessions, advising, etc. * Accommodate appropriate educational technology that meet or exceed university standards. * Give students the opportunity to work in groups; develop written and oral communication skills; and develop critical thinking and problem solving skills. * Apply a student-centric teaching strategy * Challenge every student. * Teach all assigned courses utilizing approved course delivery modalities. * Teach a minimum of one course online as part of annual credit hour workload. * Average MCE of 3.6 – 3.7 across modalities * Average response rate to MCE of 70% * Average course shell observation rating of 3.5 across modalities * Average class observation rating of 3.5 for onsite courses * NPS course rating of 50 across all modalities * Opportunities to support students outside the classroom (e.g. tutorial support, review sessions, etc.) Objective: 2. Technical Content * Continuously evaluate course content and analyze student...
Words: 887 - Pages: 4
...Course Project Introduction | | In this course, you will have one course project and will require two different assignments – Course Project Part I and Course Project Part II. This project will test your knowledge of all of the project management tools and techniques that we'll cover in this course. Before you begin, please review the PM 586 Course Project Tour. [You'll find the link above.] This audio/visual tool will take you on a "tour" of the project and will highlight many of the logistics and "need to know" information to successfully complete the two parts of the project. In addition, this course project does require use of Microsoft Project. If you are not familiar with the software or just need a "refresher," please run through the tutorials above or look at the end of the chapters in the textbook for a mini-lesson of the software. Course Project Description | | Johann Seitz founded the SEITZ Corporation in 1982. The main products of the firm were small- to medium-sized plastic bottles and containers, used mainly in the food and dairy industries. By 1985, the annual sales of the corporation had reached $31 million and the firm enjoyed a dominant market position in the upper Midwest. In 1998, Walter and Teri Seitz, Johann’s grandchildren, assumed the day-to-day operation of the business. Teri Seitz was a somewhat unstructured, but diligent, student of the latest business school theory and decided that in order to meet increased competition, especially...
Words: 3297 - Pages: 14
