Project Management Plan - Cafe Au Lait.PDF

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1.0 Background 6
1.1 Business Objective 6
1.2 Project Objectives 6
2.0 Scope Management Purpose 7
2.1 Project Title 7
2.2 Justification 7
2.3 Scope Summary 7
2.4 Acceptance/Success 7
2.5 Sponsors/ Stakeholders 7
2.6 Budget 7
3.0 Collection of Requirements 8
3.1 Identification 8
3.2 Analysis 8
3.3 Documentation 8
3.4 Requirements Traceability Matrix 8
3.5 Stakeholder Register – Roles & Responsibilities 9
4.0 Scope 10
4.1 Scope Statement 10
4.2 Acceptance Criteria 10
4.3 Document Review Analysis 11
4.4 Deliverables 12
4.5 Exclusions 14
4.6 Constraints 15
4.7 Assumptions 15
5.0 Work Breakdown Structure 16
5.1 WBS 16
5.2 WBS Dictionary 16
6.0 Scope Validation 17
TABLE OF CONTENTS

PROJECT MANAGEMENT PLAN
COURSE # SCS1860 – 272
GROUP 7
TEAM MEMBERS
Sana Ali | Christine Dikongue | Amy Michialidis | Rajiv Mirpuri | Geoff Penhorwood | Corinne Sperduti
CAFÉ AU LAIT
76 CONSULTING LTD.
7.0 Scope Control 18
7.1 Purpose of the Change Management Plan 18
7.2 Version History 18
7.3 Change Request (CR) Process Flow Requirements 18
7.4 Change Management Log (Template) 19
7.5 Evaluating and Authorizing Change Requests 19
7.6 Change Control Board 20
7.7 Change Management Plan Approval 20
8.0 Cost Management 21
8.1 Project Schedule 21
8.2 Milestone Chart 21
8.3 Cost Plan 22
8.4 Cost Control 22
9.0 Stakeholder Communication Requirements 23
9.1 Information to be Communicated 24
9.2 Medium Choice 25
9.3 Escalation Process 26
9.4 Revision Process 28
10.0 Risk Management Plan 29
10.1 Risk Management Objective 29
10.2 Risk Approach 29
10.3 Risk Breakdown Structure 29
10.4 Qualitative Risk Analysis 30
10.5 Quantitative Analysis 31
10.6 Risk Register 31
10.7 Identified Risks 32
11.0 Human Resources Plan 33
11.1 Project Team – Roles and Responsibilities Assignments 33
11.2 Organizational Chart 34
11.3 Responsibility Assignment Matrix 35
11.4 Staff Acquisition 36
11.5 Resources Calendar 36
12.0 Resource Availability Planning (Develop) 37
12.1 Resource Ramp-up Report 37
12.2 Phase Resource Requirement Report 37

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13.0 Project Staff Performance Management (Manage) 38
13.1 Project Performance Appraisals 38
13.2 Observation & Conversation 39
13.3 Feedback on Performance 39
13.4 Conflict Management 40
13.5 Issues Log 40
14.0 Recognition & Rewards 41
14.1 Benefits 41
14.2 Training 41
14.3 Team Building 41
15.0 Quality Management Plan 42
15.1 Document Change Control 42
15.2 Quality Management Approach 42
15.3 Quality Management Objectives 43
15.4 Project Quality Control 43
15.5 Project Quality Assurance 45
15.6 Quality Team Roles & Responsibilities 47
15.7 Quality Tools 47
15.8 Quality Control and Assurance Problem Reporting Plan 48
16.0 Project Close-out Resource Release Report 49
17.0 Client Acceptane 50
Appendix
Tab A - Change Request Form 52
Tab B - Requirements Traceability Matrix 53
Tab C - WBS 56
Tab D - WBS Dictionary 58
Tab E - Scope Validation Plan 60
Tab F - Change Management Instructions & Log 62
Tab G - Project Schedule 64
Tab H - Cost Plan 74

1.0 BACKGROUND
Café Au Lait is a successful bakery café located at Runnymede Rd. and Dundas St. in Toronto, Canada
that opened its doors in 2012. Following 3 years of a successful business, the owners of Café Au Lait,
Bonnie and Troy, have expanded their café to its second location in the bustling neighbourhood of
Liberty Village, which is home to a flurry of young professionals and a booming condo development.
Market research has identified the south west area of Toronto as the perfect site for the café’s second
location as there is little competition, large amounts of pedestrian traffic, as well as urban infrastructure
and a dynamic population.
The Liberty Village location is currently in its second month of business, but despite a promising start,
Café Au Lait is not hitting projected sales. To combat the lack of awareness, the café’s owners have
decided to engage event marketing agency 76 Consulting Ltd. to help boost awareness, traffic and sales
for their second location. 76 Consulting Ltd. has been in business for over 12 years and has a roster of
over 15 loyal clients from the restaurant, service industry and retail sectors.
1.1 BUSINESS OBJECTIVE
• Use the promotional event as a vehicle to change and improve Café Au Lait’s brand image as
a popular and authentic bakery café in the eyes of the public who live and work in Toronto’s
Liberty Village.
• Increase the sales and traffic of Café Au Lait’s Liberty Village location and make the second
location as profitable and successful as the first.
1.2 PROJECT OBJECTIVES
• Develop a 60-day plan to successfully deliver on scope, schedule, and cost a one-day event at
Café Au Lait’s Liberty Village location that will drive awareness of the business.
• Create an engaging experience for pedestrians to sample Café Au Lait’s food and drinks.
• Achieve Sponsor/Client satisfaction at the conclusion of the event.
• Build the business relationship with the owners of Café Au Lait to increase the likelihood of 76
Consulting Ltd. being engaged for future projects.

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2.0 SCOPE MANAGEMENT PURPOSE
This section of the Café Au Lait Liberty Village Awareness Event will clearly define the scope of the project,
including requirements collection, the WBS, scope validation, control plans and techniques. Additionally,
the Scope Management Plan will serve as an agreement of the project scope between the following parties:
Project Sponsor/Stakeholder (Café Au Lait owners, Bonnie & Troy) and 76 Consulting Ltd. (Project Director,
Project Manager, Project Team) and other personnel associated with and/or affected by the project.
2.1 PROJECT TITLE
Café Au Lait Liberty Village Awareness Event.
2.2 JUSTIFICATION
Café Au Lait is not hitting projected sales and is not recognized by the community in Liberty Village. 76
Consulting Ltd. will help to boost the awareness for Café Au Lait`s second location with a promotional event to
create buzz about the café amongst those who live and work in Liberty Village.
2.3 SCOPE SUMMARY
This project will consist of planning an awareness event starting April 1, 2016 for a one day event on Thursday
June 9, 2016 (7am - 7pm) with a total budget of $90,000 to drive awareness of Café Au Lait`s second location in
Toronto’s Liberty Village. The project’s targeted completion date is June 30, 2016.
The event will include samples of Café Au Lait`s food and drink, special offers and coupons (which will be
provided by the sponsor/stakeholder), as well as promotional printed pre-event materials and at-event
materials. The event will be a way for local consumers to test and try Café Au Lait’s products and as a way to
motivate consumers to visit and shop at the Café.
The project sponsor, project director, project manager, and other stakeholders are responsible for establishing
and approving documents for project scope measurement. This will include deliverable quality checklists and
any performance measurements. As the project moves throughout its lifecycle and planned scope becomes
complete, project objective managers and stakeholders/sponsors will be aware of what is being accomplished
in relations to expensed resources and meeting stakeholder/sponsor expectations.
2.4 ACCEPTANCE/SUCCESS
The project will be determined successful with client’s satisfaction and formal sign-off following the one day
event being delivered and executed on time, and on budget.
2.5 SPONSORS/ STAKEHOLDERS
• Bonnie Smith – Owner of Café Au Lait
Email:bonnie@cafeaulait.ca
• Troy Smith – Owner of Café Au Lait
Email: troy@cafeaulait.ca
2.6 BUDGET
The total Project Budget for the Café Au Lait Liberty Village Awareness Event is CDN $90,000.00
(excluding HST).
Please refer to “Appendix A Change Request Form”.

3.0 COLLECTION OF REQUIREMENTS
The approach 76 Consulting Ltd. will use for collecting requirements for the Café Au Lait Liberty Village
Awareness Event will consist of splitting the deliverables into project and product deliverables requirement
identification, interviews, surveys and document analysis.
3.1 IDENTIFICATION
The tools and techniques used to gather key insights into the project and product requirements will be
interviews (focus groups) with key stakeholders and consumer survey’s (intercept surveys with 20 key
questions with a sample population of 100 people in the Liberty Village area).
3.2 ANALYSIS
The project team will analyze the results, and structure the survey answers and requirements to determine
priority and accountability. Document analysis and acceptance criteria will be determined for an
understanding of when a requirement has reached an acceptable level.
3.3 DOCUMENTATION
Once a requirement has been set, it will be documented and assigned to the appropriate stakeholder and
team member. Key findings and insights will be summarized in pie charts and bar graphs.
3.4 REQUIREMENTS TRACEABILITY MATRIX
The Requirements Traceability Matrix is used to link identified and documented project requirements to
those elements within the scope and WBS that will ensure the requirement is met and satisfied.
Please refer to “Appendix B Requirements Traceability Matrix”.

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3.5 STAKEHOLDER REGISTER – ROLES & RESPONSIBILITIES
POSITION & ROLE REQUIREMENTS EXPECTATIONS
INTERNAL/
EXTERNAL
INFLUENCE
LEVEL
POWER
LEVEL
STAGE OF
INFLUENCE
Sponsor/
Stakeholder Owners
at Café Au Lait
That the project is carried
out according to the
agreed project plan.
Reviews and approves the
project charter and plan,
deliverables. Decision maker on
changes to the project. Has to
be informed of all changes.
External HIGH HIGH ALL STAGES
Project Director That the project is planned
appropriately, including
the project schedule and
milestones.
Must be kept up to date with
the project, so the Sponsor can
be updated. Any major changes
the PD must be involved in.
Review and approve project
budget and expenditures.
Liaises between PM and
Sponsor.
Internal HIGH HIGH ALL STAGES
Project Manager That the event is carried
out according to
specifications, project plan
and to the agreed plan of
action.
Requires daily updates and
communication on the project,
and any issues that arise.
Project Budget &
Finance Officer
That all costs provided
prior to preparing the
budget.
Reports individual and project
status. Performs all project
activities as needed. Develops
project budget requirements.
Project & Event
Planning Officer
That all details regarding
the project are provided
prior to preparing the
event plan. Must report
individual and project
status to the Project
Manager.
Performs all project activities as
needed. Develops scheduling
requirements. Communicates
key dates and deadlines to
the Event Operations Officer
and other team members as
needed. Interacts with support
personnel as needed.
Internal HIGH MED ALL STAGES
Event Operations
Officer
All details are provided
by the Project & Event
Planning Officer within a
sufficient timeframe. Event
is setup as scheduled.
Reports individual and
project status to the PM.
Responsible for on-site
coordination of event
personnel, materials, etc.
Performs all project activities
as needed. Responsible for the
event setup.
Internal HIGH MED ALL STAGES
Project Coordinator Ensuring on time delivery
of materials. Reports
individual and project
status to PM.
as needed. Assists Event
Operations Officer with on-site
event support. Prepares reports
and event documentation and
material.
Internal HIGH LOW ALL STAGES
Project Admin Ensuring all office space is
maintained and stocked as
per Project Team needs.
as needed. Coordinates and
schedules all internal and
external project meetings.
Assists with the production
of project and event
documentation, material. Assists
Budget & Finance Officer with
payment, invoices, filing, etc.
Internal HIGH LOW ALL STAGES

4.0 SCOPE
4.1 SCOPE STATEMENT
The project scope will be broken down into two primary categories; project scope deliverables and product
scope deliverables. For the avoidance of doubt, project related deliverables, as defined in section 4.4
below, will refer to the suit of documents, plans, and processes created by 76 Consulting Ltd to enable
the on budget and on time execution of the Café Au Lait Liberty Village Awareness Event. Product related
deliverables will refer to those items required to ensure the success of the event on the day and on site.
This includes those physical items outlined in section 4.4 below. The requirements for both categories of
scope will be collected as per the process outlined above.
Those projects related deliverables outlined in section 4.4 would be defined, created, and accepted by
the project sponsor in phases 1 and 2 of the project schedule. Some monitoring and control exercises
will persist into phase 3, leading up to the successful execution of the event. Each plan, process, or
project document will successfully pass through the acceptance criteria process outlined below before
being accepted by the customer. Document creation, approval, and review will have to be completed
within a tight timeframe due to the project schedule, and 76 Consulting Ltd staff must aim for document
acceptance on first review to avoid unnecessary time spent on revisions.
As the product related deliverables pertain directly to the success of the promotional event, they will
be procured, delivered, and installed at the project site in phase 3 of the project schedule. Timing of
procurement and delivery will be critical as no significant lead-time or storage has been allowed for in
the project schedule. The delivery and installation of these deliverables will be reported to the project
manager and project sponsor on a weekly (or sometimes more frequent) basis so as to maintain a dynamic
customer acceptance process. Both categories of scope will be monitored, validated, and controlled via the
processes outlined in section 7.0 of this document.
4.2 ACCEPTANCE CRITERIA
1. Project deliverable acceptance criteria
a. Each stage of project deliverable development will be delivered to the customer as per the agreed
project schedule.
b. Each stage of project deliverable development will be signed off by the author, project manager,
and project director where appropriate before submission to the customer as per section 7.0 of
this document.
c. Each stage of project deliverable development will be approved and signed off by the customer
where required as per the agreed WBS and as per section 7.0 of this document.

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1. Product deliverable acceptance criteria:
a. Weekly progress reports will be used as the primary way to track and gain acceptance of each item
listed in section 4.4.
b. Delivery and receipt of each item listed in section 4.4 will be tracked against the procurement
management plan and progress reported weekly to the PM and project sponsor.
c. Setup of each item listed in section 4.4 will be tracked against the Schedule baseline and progress
reported weekly to the PM and project sponsor leading up to the event day.
d. Sponsor/customer feedback: Was the event a success? Did it meet targeted outcomes?
4.3 DOCUMENT REVIEW ANALYSIS

4.4 DELIVERABLES
1.1 Project Requirements/Deliverables
1.1.2 Project Charter
1.1.3 Project Requirements
1.1.3.1 Requirements management plan
1.1.4 Budget
1.1.4.1 Cost performance baseline
1.1.4.2 Cost management plan
1.1.5 Schedule
1.1.5.1 Schedule baseline
1.1.5.2 Schedule management plan
1.1.6 Resources
1.1.6.1 Responsibility charts/assignments
1.1.6.2 Human resource plan
1.1.6.3 Communication management plan
1.1.7 Scope
1.1.7.1 Scope statement
1.1.7.2 WBS
1.1.7.3 Scope baseline
1.1.7.4 Scope management plan
1.1.8 Risk Assessment
1.1.8.1 Risk management plan
1.1.9 Other Management Plans & Reports
1.1.9.1 Process improvement plan
1.1.9.2 Quality management plan
1.1.9.3 Procurement management plan
1.1.9.4 Weekly progress reports
1.1.9.5 Lessons learnt / Post-event summary report

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1.2 Product Requirements/Deliverables
1.2.2 Décor
1.2.2.1 Tent (qty. 1, rental)
1.2.2.2 Balloons (qty. 20 with ribbon and weights)
1.2.2.3 Banner (qty. 1 inc. design and printing)
1.2.2.4 Step and repeat backdrop (qty. 1 inc. structure, design, printing, and installation)
1.2.2.5 Stanchions (qty. 8, rental)
1.2.2.6 Red carpet (qty. 1, rental)
1.2.2.7 Riser tables (qty. 10, rental)
1.2.2.8 Stools (qty. 20, rental)
1.2.3 Out of Home Materials
1.2.3.1 1 mobile billboard (inc. media space, design, production, installation, and driver)
1.2.3.2 3 chalk art installations (inc. media space, design, and installation)
1.2.3.3 Wild postings (qty. 5, inc. media space, design, and installation)
1.2.4 Printed Promotional Materials
1.2.4.1 Flyers (qty. 1000 – design and printing)
1.2.4.2 Coupons (qty. 1000 – design and printing)
1.2.4.3 Direct Mail charge (qty. 2000 – design, printing and distribution)
1.2.5 Additional Required Staff
1.2.5.1 1 x Photographer + equipment (9 hrs)
1.2.5.2 1 x DJ + equipment (9 hrs)
1.2.5.3 Street Team (4 street team members, 9hrs, uniforms, and 4 iPad rentals)
1.2.6 Other
1.2.6.1 Electrical generator (qty. 1, rental)

4.5 EXCLUSIONS
1. Food, beverages, samples, offers, and full-time staff for in-store operations (to be provided by the
project sponsor).
2. Food, beverage, and other sample quality (to be guaranteed by the project sponsor).
3. Contest prizes (to be provided by the project sponsor).
4. Additional project management services (extended advertising initiatives, press release, media
relations & distribution) by 76 Consulting Ltd after project closeout.
5. On-going business improvement services (sales and operational support) for Café Au Lait by 76
Consulting Ltd after project closeout.
6. All other products and services offered by 76 Consulting Ltd unless expressly stated and agreed to
by the Project Manager and/or the Project Director.

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4.7 ASSUMPTIONS
1. Café staff (i.e. cashiers, wait staff, bakers) will be provided by the project sponsor.
Consequence: 76 Consulting Ltd will be forced to procure and train additional staff at short notice.
2. The project sponsor will provide adequate amounts of baked goods, beverages, and other samples.
Consequence: 76 Consulting Ltd will be forced to procure additional supplies from another
establishment, which would be inconsistent with the objective of the event. Possibility to use the
other café site.
3. There will not be any other, large-scale promotional events taking place on the day of the event or
in the general vicinity of the event that would interfere with the event.
Consequence: 76 Consulting Ltd will be forced to hire additional event staff and promotional
materials to compensate for the loss of customers.
4. The traffic counters in the café will be able to accurately count/track high volumes of foot traffic
during the event.
Consequence: 76 Consulting Ltd will be forced to provide additional event staff to act as traffic
counters or employ another technique to estimate traffic conditions/levels.
5. The café’s stakeholders will accurately track and report sales figures during and following the event.
Consequence: 76 Consulting Ltd will be forced to employ another technique to estimate sales
figures following the event.
4.6 CONSTRAINTS
CONSTRAINT LIMITATION
1. Tight schedule
There will be little room for additions to the project scope
and schedule, change orders, etc. due to the tight project
schedule.
2. Document Production
Documents, plans, and processes must be produced to
achieve acceptance at first review to avoid unnecessary time
spent for revisions.
1. Permits
Failure to secure all required permits and approvals as
per the project schedule may jeopardize the successful
execution of the event.
4. Product Deliverables
No storage or significant lead time has been allowed for.
The product deliverables outlined in section 4.4 must be
procured and delivered so that they arrive ready to be set
up for the event.
5. Budget
Given the poor performance the second location, the event
must stay on budget to avoid putting the project sponsors
under further financial stress.

5.0 WORK BREAKDOWN STRUCTURE
5.1 WBS
The following work breakdown structure will be used by 76 Consulting Ltd. to successfully facilitate the
delivery of the Café Au Lait Liberty Village Awareness Event. This WBS uses a phased, top down approach.
Please refer to “Appendix C WBS”.
5.2 WBS DICTIONARY
The following section includes additional information based on the WBS, to clarify scope and work on
each task.
Please refer to “Appendix D WBS Dictionary”.

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6.0 SCOPE VALIDATION
This section highlights the sign-off and acceptance levels of the WBS compared against the scope baseline.
Please refer to “Appendix E Scope Validation Plan”.

7.0 SCOPE CONTROL
7.1 PURPOSE OF THE CHANGE MANAGEMENT PLAN
The Change Management Plan documents and tracks all the scope changes against the scope baseline
requested by the project sponsors/stakeholders. The audience is the project manager, project team, the
owners of Café au Lait, it is the mean used to control the scope and ensure that changes in the project are
addressed and approved properly.
7.2 VERSION HISTORY
The version history will help 76 Consulting Ltd. control and track the development and distribution of
the Change Management Plan.
7.3 CHANGE REQUEST (CR) PROCESS FLOW REQUIREMENTS
GENERATE CR EVALUATE CR
LOG UPDATE STATUS
REPORT STATUS
AUTHORIZE CR IMPLEMENT CR
VERSION # IMPLEMENTED BY REVISION DATE APPROVED BY APPROVAL DATE REASON
1.0
Project Manager:
Matthew Smith
03/01/2016
Project Director:
Ramona Bennett
03/05/2016
Original
Version
STEP DESCRIPTION
Generate CR
A submitter completes a CR Form and sends the completed
form to the Change Manager
Log CR Status
The Change Manager enters the CR into the CR Log. The
CR’s status is updated throughout the CR process as needed.
Evaluate CR
Project personnel review the CR and provide an estimated
level of effort to process, and develop a proposed solution
for the suggested change
Authorize
Approval to move forward with incorporating the suggested
change into the project/product
Implement
If approved, make the necessary adjustments to carry out
the requested change and communicate CR status to the
submitter and other stakeholders

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7.4 CHANGE MANAGEMENT LOG (TEMPLATE)
The following is the document template for the log that will be used throughout the project life cycle to
track and maintain a historical view of project change requests and their current status.
Please refer to “Appendix F Change Management Log”.
7.5 EVALUATING AND AUTHORIZING CHANGE REQUESTS
Change requests are evaluated and assigned one or more of the following change types:
Change requests are evaluated using the following priority criteria:
PRIORITY DESCRIPTION
High A change affecting Scope, Time, Resources, Quality and Cost
Medium A change affecting Duration, e.g.: When a feeding buffer needs to added
Low When a change won’t affect the process of the project
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

Change requests are evaluated and assigned one of the following status types:
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.
ROLE NAME CONTACT DESCRIPTION
Stakeholders Bonnie & Troy 416-455-6859 Authorizing Medium and Low priorities.
Project Director Ramona Bennett 426-543-9834
Authorizing high priority CR. This change
needs to be approved by the stakeholders.
Project Manager Matthew Smith 647-988-3453
In charge of controlling the change in the
entire project from the beginning to the
end.
7.6 CHANGE CONTROL BOARD
7.7 CHANGE MANAGEMENT PLAN APPROVAL
This template will be used for the Café Au Lait project to acknowledge that relevant stakeholders have
reviewed the Café au Lait Change Management Plan and agree with the suggestion. Changes to this
Change Management Plan will be coordinated and approved by the undersigned.
Signature: Bonnie Henri
Troy Henri Date: March 1st 2016
Print Name: Bonnie & Troy Henri
Title: Stakeholders
Role: Authorizing Medium and Low priorities
Signature: Ramona Bennett Date: March 1st 2016
Print Name: Ramona Bennett
Title: Project Director
Role: Authorizing high priority CR. This change needs to be approved by the stakeholders.

Signature: Matthew Smith Date: March 1st 2016
Print Name: Matthew Smith
Title: Project Manager
Role: In charge of controlling the change in the entire project from the beginning to end.

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RESOURCE NAME TEAM LEAD START DATE END DATE SIGNATURE
1. Concept Project Director Apr-01 Apr-15
Project Charter Project Director Apr-01 Apr-15
2. Development Project Manager 16-Apr 15-May
Project Plan Project Manager Apr-16 May-15
3. Implementation Project Manager May-16 Jun-30
Printed Materials Project & Event Planning Officer May-23 Jun-01
Out of Home Materials Event Operations Officer May-23 Jun-05
Street Team Project & Event Planning Officer May-23 Jun-09
Disc Jockey Project & Event Planning Officer May-25 Jun-09
Photographer Project & Event Planning Officer May-25 Jun-09
Décor Event Operations Officer May-23 Jun-09
4. Project Close Out Project Manager Jun-10 Jun-30
Lessons Learned & Post
Report Document
Project Manager Jun-10 Jun-30
8.0 COST MANAGEMENT
8.1 PROJECT SCHEDULE
The following schedule is a listing of a project’s milestones, activities, and deliverables, with intended
start and finish dates. Estimated based on resource allocation, and duration, linked by dependencies and
scheduled events. Elements on the schedule are closely related to the work breakdown structure.
Please refer to “Appendix G for Project Schedule”
8.2 MILESTONE CHART

8.3 COST MANAGEMENT
The definitive cost plan summarizes using a bottom up (detailed) method for all resources, space, material
and equipment to fulfill the Café Au Lait Liberty Village Awareness Event on Thursday June 9, 2016. The
Baseline Budget is $90,000 (excluding HST).
Please refer to “Appendix H Cost Plan”.
8.4 COST CONTROL
The Project Budget & Finance Officer will monitor the costs. All quotes/invoices from the project team
will be submitted along with tracking sheets. The project budget finance manager will ensure all items
are recorded to the cost baseline. The officer will use methodologies such as earned value management
to track against planned, earned and actual costs. All costs will be monitored, tracked, reviewed and
regulated.

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9.0 STAKEHOLDER COMMUNICATION REQUIREMENTS
NAME
POSITION
AND ROLE
COMMUNICATION
TYPE
COMMUNICATION
REQUIREMENTS
INTERNAL/
EXTERNAL
INTEREST
LEVEL
STAGE OF
INFLUENCE
Bonnie and
Troy Henri
Project
Sponsors and
Owners of
Café Au Lait
Weekly progress
reports, Document/Plan
revisions, Document/
Plan approvals/rejection,
Project Plan approvals/
rejection, Project
Deliverable order/receipt
reports, Lessons Learned
To be provided with all
reports, plans, revisions,
project documents, and
deliverables in accordance
with the WBS and Project
Schedule
External High High All Phases
Ramona
Bennett
Project
Director
Document/Plan
approvals/rejection,
rejection, Lessons
Learned
To review and sign-off high
level, Project Kick-Off, and
Project Plan documents,
especially budget, schedule,
and scope
Internal High High All Phases
Matthew
Smith
Project
Manager
Weekly progress
rejection, Project
To prepare the Project
Budget and to be provided
with and provide the Project
Manager with all reports,
plans, revisions, project
documents, and deliverables
in accordance with the WBS
and Project Schedule
Internal High High All Phases
Stephanie
Johnson
Project
Budget &
Finance
Officer
Project Budget, Weekly
progress reports,
Document/Plan
rejection, Project
To prepare the Project
Schedule and to be provided
with and provide the Project
Manager with all reports,
Internal High Phase 2,
Phase 3
Roger
Linetti
Project
& Event
Planning
Officer
Project Schedule,
Weekly progress
rejection, Project
To be provided with and
provide the Project Manager
with all reports, plans, project
relating to the execution of
the event in accordance with
the WBS and Project Schedule
Internal High Phase 2,
Phase 3
Marie
LaRocca
Event
Operations
Officer
Weekly progress reports,
Document/Plan revisions,
Project Deliverable
order/receipt reports,
Lessons Learned
To assist the Project Officers
and Project Manager in the
production of all reports,
Internal High Phase 3
Alexandra
Stephens
Project
Coordinator
N/A To assist the Project Officers
and Project Schedule.
Internal Medium Low Phase 3
Simon Bell Project
Admin
N/A To assist the Project Officers
Internal Low Low All Phases

9.1 INFORMATION TO BE COMMUNICATED
WBS ID
DOCUMENT TITLE
(DELIVERABLE)
FORMAT / MEDIUM
(METHOD)
LEVEL OF DETAIL
PRODUCER
(TARGET
AUDIENCE)
RECIPIENT
FREQUENCY
LEVEL
N/A Weekly Progress
Report
Document/Report Medium Project Manager Project Sponsors Weekly
N/A Weekly Team Meeting Meeting Medium Project Manager
(Lead)
Project Team Weekly
1.1 Project Kick-Off
Meeting
Meeting Medium Project Manager
(Lead)
Project Sponsors,
Director, and
Team
Once
1.2.1 Project Feasibility
Study
Document/Report Low Project Manager Project Sponsors Once
1.2.2 Project Stakeholder ID Document/Report Low Project Manager Project Sponsors Once
1.2.3 Project Charter Document/Report Low Project Manager Project Sponsors,
Director, and
Team
Once
2.2.1 Req. Management
Plan
Document/Report High Project Manager Project Sponsors Once
2.2.2 Scope Baseline Document/Report High Project Manager Project Sponsors Once
2.2.3 Budget Baseline Document/Report High Budget & Finance
Officer
Project Sponsors Once
2.2.4 Schedule Baseline Gantt Chart/Document High Project & Event
Planning Officer
2.2.5 Human Resources
Plan
2.2.6 Communication Plan Document/Report High Project Manager Project Sponsors Once
2.2.7 Risk Management Plan Document/Report High Project Manager Project Sponsors Once
2.2.8 Process Improvement
Plan
2.2.9 Quality Management
Plan
2.2.10 Procurement
Management Plan
Document/Report High Budget & Finance
Officer
3.3.1 Product Deliverables
Ready & Set up
Procurement Report Medium Event Operations
Officer
Project Sponsors,
Project Manager
Once
3.3.2 Additional Staff Ready
& Set Up
Officer
Project Sponsors,
Project Manager
Once
3.4 Procurement
Complete
Officer
Project Sponsors,
Project Manager
Once
Received
Officer
Project Sponsors,
Project Manager
Once
3.5.2 Additional Staff
Confirmed
Officer
Project Sponsors,
Project Manager
Once
Ordered
Officer
Project Sponsors,
Project Manager
Once
3.6.2 Additional Staff
Booked
Officer
Project Sponsors,
Project Manager
Once
4.1 Project Close-Out
Meeting
Meeting Medium Project Manager Project Sponsors,
Director, and
Team
Once
4.2.1 Post Event Report Document/Report High Project Manager Project Sponsors Once
4.2.2 Lessons Learnt Document/Report High Project Manager Project Sponsors Once

25
HOW WELL MEDIUM IS SUITED FOR: TELEPHONE CALL EMAIL MEETING
Internal Approvals 3 1 2
External Approvals 3 2 1
Briefing Internal Stakeholders/Team 3 1 2
Briefing External Stakeholders 3 1 2
Briefing Suppliers 3 1 2
Payment Internal Invoices 3 1 3
Payment External Invoices 3 1 3
Building Consensus 3 2 1
Mediating a Conflict 3 2 1
Resolve a misunderstanding 2 3 1
Addressing negative behaviour 2 3 1
Expressing support/appreciation 1 2 3
Maintaining Confidentiality 1 3 2
Asking clarification 2 1 3
Asking an informal question 1 2 3
Making a simple request 2 1 3
Giving complex instructions 3 1 2
9.2 MEDIUM CHOICE
The following chart communicates when to use specific medium for specific communication activities.
KEY: 1 = EXCELLENT 2=ADEQUATE 3=INAPPROPRIATE

9.3 ESCALATION PROCESS
76 Consulting Ltd uses the following escalation process to resolve issues that cannot be mutually agreed
at the site level. This process is applied to both internal, external client, and external 3rd party dispute
resolution.
Site Level
An attempt is always made to first resolve the issue directly between the people most closely related to the
issue in the workplace. Strategies that are encouraged for dispute resolution at this level are discussion,
mutual compromise, review and comparison to accepted scope, and working meetings. If a solution to the
problem cannot be reached, an entry in the project Issues Log is made and the Project Manager notified
that the dispute is being escalated to the next level.
Level 1
(Management) If attempts at the site level are insufficient to resolve the issue, it will be escalated to the
management level. At this stage of the escalation process, the functional officers will review the issue and
attempt to reach a solution. If they are unable to reach a solution they will advise and request that the
Project Manager become directly involved. At this stage the Project Manager will meet with those internal
and external persons who are involved with the dispute and attempt to reach a solution. If a solution to
the problem cannot be reached at this stage, the entry in the project Issues Log will be updated and the
Project Director notified that the dispute is being escalated to the next level.

27
Level 2
(Director) If attempts at the management level are insufficient to resolve the issue, it will be escalated to
the director level. At this stage of the escalation process, a director from both parties will meet and attempt
to reach a solution to the problem. If a solution is reached, clear actions to resolving the problem will be
agreed and communicated to the Project Manager and Project Team. A follow up meeting between the
directors will be scheduled within a mutually agreed amount of time to ensure that the actions have been
fulfilled and the problem solved. If a solution cannot be reached at the director level, the project Issues Log
will be updated and the Project Director will escalate the issue to the final stage of the escalation process.
Level 3
(3rd Party Arbitration) If attempts at the director level are insufficient to resolve the issue, it will be escalated
to 3rd Party Arbitration. Both parties involved in the dispute will arrange legal counsel who will meet
and review all applicable information, reference material, and evidence pertaining to the issue. The legal
counsel will arrive at a decision designed (to the best of the allowable circumstances given the severity of
the issue) fairly address the concerns of both parties involved in the dispute. Both parties agree that the
decision of the legal counsel is contractually binding and a clear set of actions will be taken to resolve the
issue based on the advice and review of the legal counsel. . A follow up meeting between both parties will
be scheduled within a mutually agreed amount of time to ensure that the actions have been fulfilled and
the problem solved.

9.4 REVISION PROCESS
As outlined in section 4.2 and 4.3 of the Scope Management section of this Project Plan, each document
produced by 76 Consulting Ltd will successfully pass through the follow review cycle and meet the following
criteria to achieve quality assurance and acceptance by the Project Sponsor:
Note – This process applies to Project Deliverables, which is defined to mean any plan or process to be
produced as per the agreed Project WBS and Schedule.
a. Each stage of project deliverable development will be delivered to the customer as per the agreed
Project WBS and Schedule.
b. Each stage of project deliverable development will be signed off by the author, project manager,
and project director where appropriate before submission to the customer as per the agreed
Project WBS and Schedule.
c. Each stage of project deliverable development will be approved and signed off by the customer
where required as per the agreed Project WBS and Schedule.

29
10.0 RISK MANAGEMENT PLAN
10.1 RISK MANAGEMENT OBJECTIVE
The purpose of the Risk Management Plan is to identify the risks for the Café Au Lait event launch, and
develop strategies to mitigate and avoid the issues that are outlined.
10.2 RISK APPROACH
The approach for the Café Au Lait launch included speaking to the stakeholders (interviewing) based
on their first location launch, brainstorming, and discussing amongst various 76 Consulting Ltd. staff
to determine the top risks that must be accounted for when completing the project plan. All risks were
outlined and identified, a countermeasure was determined for each risk. Every effort will be made by the
76 Consulting Ltd. staff to ensure that the required steps are taken to mitigate the risks, should they arise.
Since all of the risks were determined to take place on the day of the event, all staff has been briefed on the
approaches to take, and that they should be done in a timely manner. The Project Manager will be on site,
all staff will report to them and the information will be conveyed to the Stakeholders (Bonnie & Troy).
10.3 RISK BREAKDOWN STRUCTURE

10.4 QUALITATIVE RISK ANALYSIS
Probability Impact Matrix
The table below shows how risks are determined based on probability and impact, and the different
categories. The table below determines the credibility of performing the quantitative risk analysis
process.
Each risk outlined below was taken from the Risk Breakdown Structure and was determined by likelihood
of occurrence. The red area represents high risk, yellow area represents moderate risk, green represents
low risk.
10.4 Qualitative Risk Analysis
The table below shows how risks are determined based on probability and impact, and
the different categories. The table below determines the credibility of performing the
quantitative risk analysis process.
Project
Objective
Definition of Impact Scales for Four Project Objectives
Very Low
0.05
Low
0.10
Moderate
0.20
High
0.40
Very High
0.80
Cost
Insignificant
cost increase
<10% cost
increase
10-20%
cost
increase
20-40% cost
increase
>40% cost
increase
Time
Insignificant
time
increase
<5% time
increase
5-10% time
increase
10-20%time
increase
>20% time
increase
Scope
Scope
decrease
barely
noticeable
Minor areas
of scope
affected
Major
areas of
scope
affected
Scope
reduction
unacceptable
to sponsor
Project end
item is
effectively
useless
Quality
Quality
issues barely
noticeable
Only very
demanding
requirements
are affected
Quality
reduction
requires
sponsor
approval
Quality
reduction
unacceptable
to sponsor
Project end
item is
effectively
useless
Each risk outlined below was taken from the Risk Breakdown Structure and was
determined by likelihood of occurrence. The red area represents high risk, yellow area
represents moderate risk, green represents low risk.
Probability and Impact Matrix
Probability Threats
0.90 0.05 0.09 0.18
R2.4
0.36 0.72
0.70 0.04 0.07 0.14 0.28 0.56
0.50 0.03 0.05
0.10
R1.2, 3.2
0.20
R1.4, 2.2,
2.3, 3.3
0.40
0.30 0.02 0.03
R1.1
0.06
R1.3
0.12
R2.1, 3.1
0.24
0.10 0.01 0.01 0.02 0.04 0.08
0.05 0.10 0.20 0.40 0.80

31
10.5 QUANTITATIVE ANALYSIS
The low (optimistic) and high (pessimistic) data was gathered during the interview process with the
stakeholders based on their previous experience with their first launch. 76 Consulting Ltd.’s data from
various other small projects that were undertaken by the company within the same budget scale was also
taken into consideration.
10.6 RISK REGISTER
The Project Manager and the Project Team produced countermeasure options for each risk that was
associated with the event. As the event planning continues and more risks are identified, the risks will
be analyzed and a countermeasure will be determined. The risks for the project will be managed and
controlled within the triple constraints (time, scope and cost). The major constraint that the four identified
risks can be related to is time. With the project team, each risk will be looked at on a case-by-case basis as
they arise to determine and make sure the countermeasure is still the best option at the time. The Project
Manager will be kept informed of all risks and inform the Stakeholders as they emanate.

10.7 IDENTIFIED RISKS
There are five major risks for the Café Au Lait event launch:
ID
DESCRIPTION/
IMPACT OF RISK
GRADE
DATE OF
REVIEW
MITIGATION ACTIONS
RESPONSIBLE
STAFF
WORK
BREAKDOWN
STRUCTURE
VALUE
1.3 Due to space of the
event launch there
is increased risk for
liability and safety
issues if there is a
high turnout.
C 16-Apr-16 76 Consulting Ltd. will ensure that the event
plan meets all legal requirements. Review the
fire and safety code, to determine the legal
maximum occupancy of the event. Outdoor
space will also be available to accommodate
for large crowds. Staff will be prepared to
handle issues as they arise.
Project Manager
(Matthew Smith)
N/A $1,000
1.4 Potential chance
of power and
mechanical failure
on site.
D 20-May-16 Café Au Lait’s initial café will be prepared and
on standby in case the location is needed
to bake fresh goods for the Liberty Village
location. Stakeholders will also have a backup
generator available for the day of the event.
Project Manager
(Matthew Smith)
3.5.1.4 $1,000
2.2 Weather is uncertain
and rain could occur
on day of event
B 17-May-16 Countermeasure: 76 Consulting Ltd. will
order a tent to have on standby to cover all
outdoor activities. Umbrellas will be available
for the street team and Café Au Lait staff.
Events
Operations
Manager (Marie
LaRocca)
3.6.1.1 $500
2.3 Depending on
the time of day
the event is held,
there may be poor
attendance.
A 15-Apr-16 The event will be held during peak business
hours during the work week. This will
promote the event and create foot traffic
from employees and businesses in the vicinity
of the event.
Project Director
(Ramona
Bennett)
N/A $500
2.4 Customers may
have food allergies.
B 09-Jun-16 76 Consulting Ltd. staff will ensure that there
are warning labels on all foods that may
contain certain ingredients. Signs will also
be seen throughout the venue around food
identifying that there potential allergens in
the food. Staff will be prepped and briefed
to notify consumers of allergy alert prior to
offering any samples.
Project Manager
(Matthew Smith)
3.6.1.1 N/A
RECOMMENDED ACTIONS FOR GRADES OF RISK
GRADE RISK MITIGATION ACTIONS
A
Mitigation actions, to reduce the likelihood and seriousness, to be identified and
implemented as soon as the project commences as a priority.
B
Mitigation actions, to reduce the likelihood and seriousness, to be identified and
appropriate actions implemented during project execution.
C
Mitigation actions, to reduce the likelihood and seriousness, to be identified and costed
for possible action if funds permit.
D To be noted - no action is needed unless grading increases over time.

33
11.0 HUMAN RESOURCES PLAN
11.1 PROJECT TEAM – ROLES AND RESPONSIBILITIES ASSIGNMENTS (ACQUIRE)
Roles and responsibilities of team members and stakeholders are clearly defined below.
Role – description of the portion of the project for which the member is accountable.
Authority – the level at which the member may make decisions, apply project resources, or make
approvals.
Responsibility – the work a team member must perform to complete assigned work activities.
Consulted – Consulted before any decisions are made
The roles and responsibilities for the Café au Lait Project are essential to the project success. All team
members must clearly understand their roles and responsibilities in order to successfully perform their
portion of the project. For the Café au Lait Project the following project team roles and responsibilities have
been established:
Project Director (PD), (1 position): responsible for the overall success of the Café au Lait Project. The
PD must authorize and approve all project expenditures. The PD is also responsible for approving work
activities meet their established acceptability criteria and fall within acceptable variances. The PD will
be responsible for reporting project status in accordance with the communications management plan.
The PD will evaluate the performance of all project team members and communicate their performance
to functional managers. The PD must possess the following skills: leadership/management, budgeting,
scheduling, and effective communication.
Project Manager/Change Manager (PM)(1 position): responsible for gathering project requirements
for all phases, creating clear and attainable project objectives, building the project requirements, and
managing the quadruple constraints of the project management , which are cost, time, scope, and quality.
Controls the change of the entire project by initiating and implementing a change request.
Project Budget & Finance Officer (1 position): Reports individual and project status. Performs all project
activities as needed. Develops project budget requirements.

11.2 ORGANIZATIONAL CHART
Project & Event Planning Officer (PEPO)(1 position): The keys responsibilities are plan, design and
produce events while managing all project delivery elements within time limits. The PEPO is responsible for
the distribution, implementation, and monitoring all section of the project. The PEPO organizes facilities
and manages all events’ details such as decor, entertainment, transportation, equipment and promotional
materials. The PEPO will report status to the PM in accordance with the project’s communications
management plan.
Event Operations Officer (EOO)(1 position): The event operations officer responsibilities are to ensure
compliance with insurance, legal, health and safety obligations. The EOO will specify staff requirements and
coordinate their activities, cooperate with marketing and PR to promote and publicize event. Proactively
handle any arising issues and troubleshoot any emerging problems on the event day, conduct pre- and
post – event evaluations and report on outcomes.
Project Coordinator (1 position): Ensuring on time delivery of materials. Reports individual and project
status to PM. Performs all project activities as needed. Assists Event Operations Officer with on-site event
support. Prepares reports and event documentation and material.
Project Administrator (1 position): Performs all project activities as needed. Coordinates and schedules
all internal and external project meetings. Assists with the production the project, event documentation,
material. Assists Budget & Finance Officer with payment, invoices, filing, etc.

35
11.3 RESPONSIBILITY ASSIGNMENT MATRIX
The following responsible, accountable, consult, inform RACI or responsibility assignment matrix (RAM
chart shows the relationship between project tasks and team members. Any proposed changes to project
responsibilities must be reviewed and approved by the project director. Changes will be proposed in
accordance with the project’s change control process.
KEY:
R – Responsible for completing the work
A – Accountable for ensuring task completion/sign off
C – Consulted before any decisions are made
I – Informed of when an action/decision has been made

11.4 STAFF ACQUISITION
The company has adequate staff with the required skill sets in each area that is necessary for the
Café au Lait launch.
11.5 RESOURCES CALENDAR
YEAR: 2016- HOURS
CONCEPT
(APRIL 1-15TH)
DEVELOPMENT
(APR 16TH- MAY 15TH)
IMPLEMENTATION
(MAY 16TH – JUNE 9TH)
PROJECT CLOSE-OUT
(JUNE 10TH - 30TH
Year: 2016 - hours Concep
(April 1-15th)
Development
(Apr 16th- May 15th)
Implementation
(May 16th – June 9th)
Project Close-out
(June 10th - 30th
Project Director 10 0 0 10
Project Manager 8 75 60 33
Project & Event
Planning Officer
0 0 29 0
Event Operations,
Project Team, Project
Coordinator
0 0 68 0

37
12.0 RESOURCE AVAILABILITY PLANNING (DEVELOP)
76 Consulting Ltd deploys a three-stage planning and reporting process to ensure that the best resources
are available to work on projects at the appropriate time. Differently than some companies, 76 Consulting
Ltd does not usually hire consultants, preferring to invest in and develop their own in house staff of project
management experts. Each employee will take responsibility for their own specific section of a project,
based on their expertise and career development goals, but all employees will share certain duties from
time to time.
This three-stage approach is facilitated by a project resource histogram produced by the Project Manager
before the end of Phase 1 of the project, and by resource loading the project schedule as soon as possible.
12.1 RESOURCE RAMP-UP REPORT
Before the end of Phase 1 of the project, the Project Director and Project Manager will identify which team
members will be required for the overall project, with specific focus on those team members This will take
the form of the Resource Ramp-up Report, and will be shared with the project sponsors/stakeholders in
order to install confidence that the right resources are in place to achieve their project success.
This stage will be facilitated and made possible by referencing the project resource histogram and the
resource-loaded schedule if it is available at this early stage in the project lifecycle.
12.2 PHASE RESOURCE REQUIREMENT REPORT
1 calendar week in advance of the transition between each project phase, the Project Manager will
complete a Phase Resource Requirement Report. This report will ensure that the right resources are ready
and available to start work on the specific project phase. The Project Manager will also use this report to
align, motivate, and focus team members on what they need to accomplish during the project phase.
During this transition phase, the Project Manager will consult the project resource histogram and
the resource loaded schedule in order to make the most informed decision with regards to resource
deployment.

13.0 PROJECT STAFF PERFORMANCE
MANAGEMENT (MANAGE)
76 Consulting Ltd uses the following performance management techniques across each of its active
projects, including the Café Au Lait project, to ensure that the appropriate resources will be available on
time to execute project tasks and activities. This process is designed to continually challenge and develop
the skills of its employees.
13.1 PROJECT PERFORMANCE APPRAISALS
Before the end of Phase 1 of the project, the Project Manager will meet with each project team member
to put in place a performance appraisal. In this meeting the Project Manager will clarify the specific role
that individual will play on the project, and clarify any performance related questions the individual may
have with regards to their role, project scope, timelines, etc. Each team member will have a complimentary
appraisal review as part of the Project-Close-out Resource Release Report, or more frequently if required
i.e. an interpersonal issue.
Additionally, during this meeting the Project Manager will distribute the initial organizational chart and
project schedules for the project, so the individual is aware of whom else they will be working with, and
given an opportunity to voice any concerns they may have. As 76 Consulting Ltd is usually working on
several projects in tandem, the Project Manager will also take the opportunity during this meeting to
discuss how the individual’s participation on the project will fit and fulfill the specific, longer-term goals and
training plans each employee of 76 Consulting Ltd participates in.
These specific, longer term development goals are set and agreed upon between the individual and the
Project Manager at the beginning of each calendar year, and are not tied any one specific project. The
program is offered by 76 Consulting Ltd to ensure that they are investing in and developing the careers of
their in-house project staff.

39
13.2 OBSERVATION & CONVERSATION
As part of the performance management process deployed by 76 Consulting Ltd, and designed to facilitate
the individual Performance Appraisal system, all projects undertaken by 76 Consulting Ltd foster an
overarching process of observation and conversation. This means that at any time in the project lifecycle,
team members are encouraged to discuss any issues they are having, internal to the project or external,
with the Project Manager.
Additionally, if they feel a problem is developing, the Project Manager may at any time meet with project
team member(s) to discuss behaviour that could compromise the project deliverables or timeline and
especially the positive, inclusive, and rewarding working environment that 76 Consulting Ltd continuously
strives to provide all of its employees.
13.3 FEEDBACK ON PERFORMANCE
Project team members will regularly receive feedback on their performance at two stages throughout the
project lifecycle. Before the end of Phase 1 of the project, as part of the individual Performance Appraisal
system, each employee will receive feedback from the Project Manager regarding their performance on
past projects with specific regard for their selection and participation on a current project.
Each employee will also receive performance feedback as part of the Project-Close-out Resource Release
Report. At this stage, the Project Manager will discuss with the individual their performance on their most
recent project, offering praise for a job well done, offering constructive criticism on how they can improve
next time, and assisting them with allocation to the next available project or assignment.

13.4 CONFLICT MANAGEMENT
Through the approach used by 76 Consulting Ltd to address conflict management, each situation will be
analyzed as it arises and it will be the responsibility of the project manager to directly address any conflicts
on their projects using the following conflict management tool to determine and reinforce the best method
and justification for conflict resolution.
13.5 ISSUES LOG
The Project Manager will maintain an Issues Log for all projects in confidence. This log will record all
HR-related issues, resolved and unresolved, over the project lifecycle. It will be reviewed with the Project
Director between project phases at a minimum, or more frequently if required. This log is used by 76
Consulting Ltd to monitor HR-related issues across all of their projects, helping to create a more positive,
inclusive, and rewarding working environment for its staff.
The following processes will be used to measure and manage project staff performance and help manage
and monitor issue resolution until closed.
1. Identify Issue/Define the cause of the Problem
2. Analyze the Problem
3. Implement a Decision
4. Review the decision and confirm the problem is solved
Issue Log Template
Log ID Issue Category Date of Occurrence Primary Individual Other Individual(s)
Description PM Responsible Resolved Y/N

41
14.0 RECOGNITION & REWARDS
Due to the size (small to medium) and frequency of projects, 76 Consulting Ltd is able to regularly offer its
staff engaging and rewarding incentives to reward them for their hard work. From time to time, during the
Project Close-out Meeting, an MVPP (most valuable project person) is selected by the Project Manager and
Project Director to be recognised for their exemplary effort in achieving project success. There is no set
criterion for this recognition but it is designed to highlight effort, enthusiasm, or customer satisfaction over
and above the expected level. This recognition and reward typically consists of a commemorative plaque,
a small monetary bonus on behalf of 76 Consulting Ltd, and occasionally an additional reward provided by
the sponsor/stakeholders.
It is noted that the owners of Café Au Lait have committed to awarding the MVPP for their project with an
in-store commemorative plaque, as well as a $100 gift card.
14.1 BENEFITS
As part of helping to create a positive, inclusive, and rewarding working environment for its staff, 76
Consulting Ltd also offers a flexible benefits program for all full-time employees. This program allows staff
members to customize the level of coverage required to meet their personal or family needs. 76 Consulting
Ltd contributes a certain monetary value for each employee, which will account for a competitive range
of health benefits (i.e. health, dental, vision insurance). If the employee will require additional coverage to
meet their personal or family requirements, increased coverage can be selected at an additional cost.
14.2 TRAINING
76 Consulting Ltd is invested in developing the skills and talent of its employees. Comprehensive selections
of training and personal development courses are made available to full-time employees of the company.
So as to not interfere with project timelines, employees are encouraged to schedule personal development
courses for the period of time between finishing a project and ramping up on a new initiative. Training
and personal development courses are offered in partnership with former clients of 76 Consulting Ltd as
well as through several major universities and private professional training providers. There is currently no
specific training scheduled for the 76 Consulting Ltd. staff for the event launch. The company has adequate
staff with the required skill sets in each area that is necessary for the Café au Lait launch. If throughout the
project certain individuals are lacking skill sets, funding will be provided from the project reserve fund.
There will be a debrief meeting at the beginning of the implementation phase.
14.3 TEAM BUILDING
In order to foster a positive, inclusive, and rewarding working environment, 76 Consulting Ltd organises
team building events and social evenings to strengthen the working relationship of its employees. These
events are particularly effective as part of the final phase of a project, to finalize the project closeout and
finish on a positive note. Depending on the nature of a project’s client, occasionally the project sponsors/
stakeholders will be included in team building events and offer their products and/or services as a token of
appreciation for a job well done. Although 76 Consulting Ltd absorbs the cost of these events directly, the
value they represent and return in the form of improved morale and motivation is well worth the expense.

15.0 QUALITY MANAGEMENT PLAN
15.1 DOCUMENT CHANGE CONTROL
The following is the document control for revisions to this document.
0.9 03/15/16 Project Manager Phase 1 - Preliminary draft for Phase 1
1.0 03/30/16 Project Manager Phase 1 & 2 – conform to new framework template,
update for Phase 2 deliverables
15.2 QUALITY MANAGEMENT APPROACH
This section describes the approach the 76 Consulting Ltd will use for managing quality throughout the
project’s life cycle. The team will ensure that quality is planned for both product and process. In order to be
successful, this project will meet its quality objectives by utilizing an integrated quality approach to define
quality standards, measure quality and continuously improve quality.
Product quality for this project will be defined by the company’s current standards and criteria. The focus
is on the project’s deliverable and the standards and criteria being used will ensure the product meets
established quality standards and customer satisfaction.
Process quality for this project will focus on the processes by which the project deliverable will occur.
Establishing process quality standards will ensure that all activities conform to an organizational standard
which results in the successful delivery of the product.
The project team will work with the Quality Group to define and document all organizational and project
specific quality standards for both product and processes. All quality documentation will become part of
this Project Plan and will be transitioned to operations upon the successful completion of the project.
The quality management plan identifies these key components:
Project Deliverables
Deliverable Quality Standards
Completeness and Correctness Criteria
Quality Control Activities
Project Processes
Process Quality Standards
Stakeholder Expectations
Quality Assurance Activities

43
15.3 QUALITY MANAGEMENT OBJECTIVES
The following are the quality objectives of the project that reflect the overall intentions to be applied with
regard to quality throughout the project.
• Deliverables support improved project management proficiency at 76 Consulting Ltd.
• Deliverables meet the requirements of Café au Lait Stakeholders
• Deliverables align with industry best practices for project management
• Project practices conform to recommended project management standards
15.4 PROJECT QUALITY CONTROL
The focus of quality control is on the deliverables of the project. Quality control monitors project
deliverables to verify that the deliverables are of acceptable quality and are complete and correct.
METRICS:
Metrics will be established and used to measure quality throughout the project life cycle for the product
and processes. The Quality Group Manager will be responsible for working with the project team to define
these metrics, conduct measurements, and analyze results. These product and process measurements will
be used as one criterion in determining the success of the project and must be reviewed by the project
sponsor.
The following is a brief explanation of each of the components of the quality management plan.
THE KEY PROJECT DELIVERABLES AND PROCESSES SUBJECT TO QUALITY REVIEW.
Deliverable Quality Standards and
Completeness and Correctness Criteria
The quality standards that are the “measures” used to determine a successful outcome
for a deliverable.
The completeness and correctness criteria describe when each deliverable is complete
and correct as defined by the customer. Deliverables are evaluated against these criteria
before they are formally approved.
Process Quality standards and
Stakeholder Expectations
The quality standards that are the “measures” used to determine if project work
processes are being followed.
Stakeholder expectations describe when a project process is effective as defined by the
project stakeholders. An example is the expectation to be regularly informed monthly of
project status.
Quality Control Activities
The quality control activities that monitor and verify that the project deliverables meet
defined quality standards.
Quality Assurance Activities
The quality assurance activities that monitor and verify that the processes used to
manage and create the deliverables are followed and are effective.

Metrics will include:
• Schedule
• Resources
• Cost
• Process performance
o Resource utilization
o Requirement gathering
o Vendor / procurement management
o Weekly reports
• Product performance
o Printed Material
o Out of Home Material
o Street team
o Disc Jockey
o Photographer
o Décor
• Customer Satisfaction
Quality improvements will be identified by any member of the project team. Each recommendation will be
reviewed to determine the cost versus benefit of implementing the improvement and how the improvement
will impact the product or processes. If an improvement is implemented the project manager will update all
project documentation to include the improvement and the quality manager will update the organizational
documentation the improvement affects.
QUALITY REQUIREMENTS
This section describes how the project team will identify and document the quality requirements and
standards.
Product Quality:
The product quality standards and requirements will be determined by the project team. These standards
will primarily be based on the company’s documented standards for event. There may be product-specific
qualities standards identified that are not currently part of the documented organizational standards. In this
case, the project team will review these newly identified standards and incorporate them into organizational
documentation if approved. The project team will also document any newly identified quality standards
into the project plan and ensure communication with all stakeholders.
Process Quality:
The process quality standards and requirements will be determined by the project team. Many of these
standards will be based on existing company process standards. However, it is anticipated that there will be
several unique steps in the occurrence of this event which will require new quality standards. The project
team will work to establish acceptable standards and document these standards for incorporation into both
organizational process documents as well as the project plan. These standards will be communicated to all
project stakeholders.
As trial products are created, the process metrics will be measured and analyzed to determine the quality
of the process. Once the product meets quality compliance and all process metrics fall within acceptable
quality assurance margins, we will achieve process compliance for the project.

45
15.5 PROJECT QUALITY ASSURANCE
The quality assurance of this project focuses on the processes used in the developing, planning and
execution of the event. In order to ensure quality, an iterative quality process will be used throughout the
project life cycle. This iterative process includes measuring process metrics, analyzing process data, and
continuously improving the processes.
The Project Manager and the project team will perform assessments at planned intervals throughout the
project to ensure all processes are being correctly implemented and executed.
The following tables identify:
• The project processes subject to quality assurance.
• The quality standards and stakeholder expectations for that process.
• The quality assurance activity – such as a quality audit or reviews - that will be executed to monitor
that project processes are properly followed.
• How often or when the quality assurance activity will be performed.

The quality manager will provide day to day quality management and conduct process audits on a
weekly basis, monitor process performance metrics, and assure all processes comply with project and
organizational standards. If discrepancies are found, the quality manager will meet with the Project
Manager and review the identified discrepancies.
The Project Manager will schedule regularly occurring project, management, and document reviews. In
these reviews, an agenda item will include a review of project processes, any discrepancies and/or audit
findings from the quality manager, and a discussion on process improvement initiatives.

47
15.6 QUALITY TEAM ROLES & RESPONSIBILITIES
The following identifies the quality-related responsibilities of the project team and lists specific quality
responsibilities.
15.7 QUALITY TOOLS
The following lists the tools to be used to support quality management implementation and the purpose or
use of the tool.

15.8 QUALITY CONTROL AND ASSURANCE PROBLEM REPORTING PLAN
All Project products and processes must be measured and fall within the established standards
and tolerances. The below logs will be used by the project and quality teams in conducting these
measurements and will be maintained for use as supporting documentation for the project’s acceptance.

49
16.0 PROJECT CLOSE-OUT RESOURCE
RELEASE REPORT
In phase 4 of the project, the Project Manager will complete a Project Close-out Resource Release Report
for each employee. This report will serve as an opportunity for the Project Manager to provide team
members with critical feedback as to their performance over the phase or project lifecycle. The specific
criteria of this feedback will be elaborated upon in the next section. To conclude this report, the Project
Manager will discuss the individuals’ own impressions of the project, how it did or did not meet their
personal development goals, and assist that individual in finding work on another project or assignment
within the 76 Consulting Ltd portfolio.

17.0 CLIENT ACCEPTANCE/PROJECT
COMPLETION FORM
Project Name: ________________________________________________
Project Manager: ________________________________________________
I (We), the undersigned, acknowledge and accept delivery of the work completed for this project on
behalf of our organization. My (Our) signature(s) attest to my (our) agreement that this project has been
completed. No further work should be done on this project.
1. Was this project completed to your satisfaction? Yes No
2. Please provide the main reasons for your satisfaction or dissatisfaction with this project.
3. Please provide suggestions on how our organization could improve its project delivery capability
in the future.
NAME TITLE SIGNATURE DATE

APPENDIX A
CHANGE REQUEST FORM
This is the Change Request form that will be used for the Café Au Lait project, including details of the first
major change request that was initiated:

53
APPENDIX B
REQUIREMENTS TRACEABILITY MATRIX

APPENDIX C
76 CONSULTING LTD. CAFE AU LAIT PROJECT WBS

APPENDIX E
76 CONSULTING LTD. PROJECT SCOPE VALIDATION PLAN 76
Consulting
Ltd.
Project
Scope
Validation
Plan
N/A
N/A
Phase
Deliverable

Date
Sponsor/Clie
Sponsor/Client,
Project
Ma
Project
Budget
Offi
Sponsor/Client,
Project
Ma
1.1
-‐
Signature
required:
Sponsor/Client,
Project
Director,
Project
Manager
1.2
-‐
Signature
required:
Sponsor/Client,
Project
Manager
2.1
-‐
Signature
Required:
Sponsor/Client,
Project
Manager
2.2
-‐
Signature
Required:
Project
Manager,
Project
Budget
Officer,
Project
Planning
Officer,
Event
Operations

Officer
Signature
Required:
Project
Manager,
Project
Budget
Officer,
Project
Planning
Officer,
Event
Operations

Officer
2.3
-‐
Signature
Required:

Sponsor/Client,
Project
Manager
1.2.1/1.2.2/1.2.3
-‐
Signature
Required:
Project
Manager
1.3
-‐
Signature
Required:

Sponsor/Client,
Project
Manager
N/A
N/A
N/A
Proj
PHASE
1
-‐
PROJECT
CONCEPT
PLANNING
Signature
Required:
Sponsor/Client,
Project
Director,
Project
Manager
Proj
Sponsor/Clie
Phase
Deliverable

Date
April
15th
2016 May
16th
2016
PHASE
2
-‐
PROJET
DOCUMENTATION
DEVELOPMENT
Signature
Required:
Sponsor/Client,
Project
Director,
Project
Manager
PH
Signature
Required

61

Ltd.
Project
Scope
Validation
Plan
3.5.1/3.5.2
-‐
Signature
Required:
Project
Manager
4.3
-‐
Signature
Required:
Project
Manager,
Project
Planning
Officer,
Event
Operations
Officer
4.3.1/4.3.2/4.3.3
-‐
Signature
Required:
N/A
4.4
-‐
Signature
Required:
Sponsor/Client,
Project
Manager
4.5
-‐
Signature
Required:
Event
Operations
Officer
4.2.1/4.2.2
-‐
Signature
Required:
Project
Manager
Phase
Deliverable

Date
Phase
Deliverable

Date
4.1
-‐
Signature
Required:
Sponsor/Client,
Project
Director,
Project
Manager

4.2
-‐
Signature
Required:
Sponsor/Client,
Project
Manager
3.5
-‐
Signature
Required:
Sponsor/Client,
Project
Manager,
Event
Operations
Officer
PHASE
4
-‐
PROJET
CLOSE
OUT
Signature
Required:
Sponsor/Client,
Project
Director,
Project
Manager
June
9th
2016

N/A
N/A
N/A
3.7
-‐
Signature
Required:
Sponsor/Client,
Project
Manager,
Project
Budget
Officer,
Project
Planning
Officer,
Event

Operations
Officer
Signature
Required:
Event
Operations
Officer
Signature
Required:
Project
Budget
Officer,
Project
Planning
Officer,
Event
Operations
Officer
3.6.1/3.6.2
-‐
Signature
Required:
Project
Manager
3.6
-‐
Signature
Required:
Sponsor/Client,
Project
Manager,
Project
Budget
Officer,
Project
Planning
Officer,
Event

Operations
Officer
ns

ns

3.2
-‐
Signature
Required:
Project
Manager,
Event
Operations
Officer
3.1
-‐
Signature
Required:
Sponsor/Client
Signature
Required:
Event
Operations
Officer
3.4
-‐
Signature
Required:
Project
Manager
3.3.1/3.3.2
-‐
Signature
Required:
Project
Manager,
Event
Operations
Officer
3.3
-‐
Signature
Required:
Sponsor/Client,
Project
Manager,
Event
Operations
Officer
May
16th
2016
PHASE
3
-‐
EVENT
SET
UP
&
EXECUTION
Signature
Required:
Sponsor/Client,
Project
Director,
Project
Manager

APPENDIX F
CHANGE MANAGEMENT INSTRUCTIONS & LOG

Change
Management
Instructions
&
Log

Instructions:
Complete
the
Project
Name,
NC,
Project
Manager
Name,
and
Project
Description
fields

For
each
change
request
identified,
complete
the
following

A
ID

A
unique
ID
number
used
to
identify
the
change
request
in
the
change

management
tracking
log

B

Current
Status
This
column
should
be
populated
with
the
change
request's
current
status

Open
The
change
request
is
currently
open
but
has
not
yet
been
addressed

Work
In
Progress
The
change
request
is
being
actively
worked
to
develop
a
resolution.

Closed

The
change
request
is
no
longer
considered
an
active
project
threat
and

can
be
closed
with
or
without
resolution.

Late

The
change
request
resolution
is
not
yet
resolved
and
it
is
past
the

expected
resolution
date.

On
Hold
The
change
request
has
been
put
on
hold.

Combined
Two
change
requests
found
to
be
similar
have
been
combined.

C

Priority
This
column
should
be
populated
with
the
priority
of
the
change
request.

Critical
The
change
request
will
stop
project
progress
if
not
resolved

High

The
change
request
will
likely
move
the
project
back
in
terms
of
budget
or

timeline,
or
will
materially
affect
quality
or
scope.

Medium

The
change
request
will
have
material
effect
on
project,
has
potential
to
be

moved
to
high
category
and/or
requires
significant
resources
to
manage.

Low

The
change
request
is
expected
to
have
a
moderate
effect
on
the
project,

but
will
require
resources
to
address.

D
Change
Request
Description
This
column
should
be
populated
with
a
description
of
the
change
request.

E
Assigned
to
Owner

This
column
should
be
populated
with
the
name
of
the
change
requests

owner.
The
individual
most
responsible
for
working
towards
resolving
the

change
request.

F
Expected
Resolution
Date

This
column
should
be
populated
with
the
date
that
the
change
request
is

expected
to
be
resolved.

G
Escalation
Required
(Y/N)

This
column
should
be
populated
with
“Yes”
if
the
change
request
needs
to

be
escalated
and
“No”
if
escalation
is
not
needed
to
resolve
the
change

request.

H
Action
Steps

This
column
should
be
populated
with
the
proposed
steps
to
address
the

change
request.

Examples
include,
but
are
not
limited
to,
developing

alternatives
analysis
or
submitting
a
change
request.

I
Impact
Summary

This
column
should
be
populated
with
a
description
of
the
impact
of
the

change
request.

The
impact
may
be
expressed
in
terms
of
one
or
more
of

the
following:

schedule,
scope,
resources,
and
space.

The
impact

description
should
also
include
a
reference
to
any
milestones
impacted.

J

Change
Request
Type

This
column
should
be
populated
with
the
change
request
type.
Valid

options
include
the
following:
Product,
Project,
Other.
These
are
defined
as

follows:

Product
The
change
request
impacts
the
products
being
developed.

Project
The
change
request
impacts
the
project
developing
the
product.

Other
The
change
request
impacts
other
areas

K
Date
Identified

This
column
should
be
populated
with
the
date
that
the
change
request

was
identified.

L
Associated
ID(s)

This
column
should
contain
the
project
ID
of
any
associated
milestones

that
may
be
impacted
by
a
change
request
or
that
the
change
request
is

dependent
upon
for
resolution.

Please
note,
this
value
may
require

coordination
with
other
program/project
managers.

63
M
Entered
By

This
column
should
be
populated
with
the
name
of
the
individual
who
first

identified
the
change
request.

N
Actual
Resolution
Date

This
column
should
be
populated
with
the
date
that
the
change
request

was
actually
resolved.

O
Final
Resolution
&
Rationale

This
column
should
be
populated
with
a
description
of
the
final
resolution

of
and
rationale
for
the
change
request.
The
resolution
may
be
expressed

in
terms
of
one
or
more
of
the
following:

schedule,
scope,
resources,
and

space.

The
resolution
description
should
also
include
a
reference
to
the

milestones
impacted.

Instructions
for
Changing
the
Contents
of
Drop-‐Down
Menus

Highlight
the
cell
where
you
wish
to
change
the
content
of
the
drop
down
menu.

From
the
file
menu
click
"Data"
-‐>
"Validation"
and
change
the
content
of
the
source
field

Instructions
For
Filtering
Data

Highlight
the
header
of
the
cell
you
wish
to
filter
data
on.

From
the
file
menu
click
"Date"
-‐>
"Filter"
-‐>"Auto
Filter".

Then
select
your
filter
criteria
from
the
drop
down
menu
that
appears
on
your
header
cell.

APPENDIX G
PROJECT SCHEDULE

Level
Task
Name
Duration
Start
Finish

CONCEPT
PHASE

1
Feasibility
Research
3
days
Fri
01/04/16
Mon

04/04/16

1.1
Set
up
meeting
with
Café
Au
Lait’s
owners
1
day
Fri
01/04/16
Fri
01/04/16

1.2
Visit
Café
Au
Lait's
Owners

1
day
Mon

04/04/16

Mon

04/04/16

1.2.1
Take
meeting
notes
1
day
Mon

04/04/16

Mon

04/04/16

1.2.2
Set
up
meeting
with
Project
Director
(Ramona)
1
day
Tues

05/04/16

Tues

05/04/16

2
Stakeholder
Analysis
2
days
Wed

06/04/16

Wed

06/04/16

2.1
Set
up
meeting
the
café
owners
1
day
Thurs

07/04/16

Thurs

07/04/16

2.2

2.2.1

2.2.2

2.2.3

Visit
the
owner

Collect
the
requirements

Collect
high
level
scope

Collect
approximate
budget

1
day
Fri

08/04/16

Fri

08/04/16

2.3

2.3.1

Set
up
meeting
with
project
director

Collect
the
list
of
possible
team
members

1
day
Fri

08/04/16

Fri

08/04/16

3
Create
Project
Charter
4
days
Fri
08/04/16
Wed

13/04/16

3.1
Outline
project
objective
1
day
Fri
08/04/16
Fri
08/04/16

3.2
Outline
project
scope
inclusions
and
exclusions
1
day
Fri
08/04/16
Fri
08/04/16

3.3
Outline
project
deliverables
1
day
Fri
08/04/16
Fri
08/04/16

3.4
Outline
project
benefits
1
day
Sat
09/04/16
Sat
09/04/16

3.5
Outline
assumptions
1
day
Sat
09/04/16
Sat
09/04/16

3.6
Outline
risk
and
counter
measures
1
day
Sun

10/04/16

Sun

10/04/16

3.7
Constraints
1
day
Mon

11/04/16

Mon

11/04/16

3.8
Critical
success
factors
1
day
Tue

12/04/16

Tue

12/04/16

3.9
Dependencies
1
day
Tue

12/04/16

Tue

12/04/16

3.10
Project
team
and
contact
information
1
day
Wed

13/04/16

Wed

13/04/16

3.11
Cost
1
day
Wed

13/04/16

Wed

13/04/16

3.12
High
level
project
plan
1
day
Wed
Wed

65
13/04/16
13/04/16

4
Interview
Team
Members
1
day
Wed

13/04/16

Wed

13/04/16

4.2
Finalize
team
1
day
Thurs

14/04/16

Thurs

14/04/16

5
Final
Sponsor
Review
and
Acceptance
1
day
Thu

14/04/16

Thu

14/04/16

5.1
Set
up
meeting
with
project
director
1
day
Thu

14/04/16

Thu

14/04/16

5.2
Get
sign
off
for
project
charter
1
day
Thu

14/04/16

Thu

14/04/16

6
Project
Kick
off
Meeting
Planning
1
day
Thu

14/04/16

Thu

14/04/16

6.2
Prepare
meeting
Agenda
1
day
Thu

14/04/16

Thu

14/04/16

6.3
Send
meeting
invite
to
all
project
stakeholders
with
meeting

agenda

1
day
Thu

14/04/16

Thu

14/04/16

7
Project
Kick
off
Meeting
1
day
Fri
15/04/16
Fri
15/04/16

7.1
Welcome
team
1
day
Fri
15/04/16
Fri
15/04/16

7.2
Introduce
team
members
1
day
Fri
15/04/16
Fri
15/04/16

7.3
Walk
team
through
Agenda
1
day
Fri
15/04/16
Fri
15/04/16

7.4
Present
project
charter
to
team
members
1
day
Fri
15/04/16
Fri
15/04/16

7.5
Present
communication
plan
1
day
Fri
15/04/16
Fri
15/04/16

7.6
Set
up
expectations
to
team
members
1
day
Fri
15/04/16
Fri
15/04/16

7.7
Get
team
feedback
1
day
Fri
15/04/16
Fri
15/04/16

DEVELOPMENT
PHASE

8
Requirements
Document
4
days
Sat
16/04/16
Thu

20/04/16

8.1
Set
up
meeting
with
Bonnie
and
Troy
1
day
Sat

16/04/16

Sat
16/04/16

8.2
Interview
Bonnie
and
Troy
1
day
Mon

18/04/16

Mon

18/04/16

8.4
Interview
Roger
&
Maria
(Project
and
Event
Planning
officer)
for

requirements

1
day
Tues

19/04/16

Tue

19/04/16

8.5
Brain
storming
session
with
stakeholders
1
day
Tue

19/04/16

Tue

19/04/16

8.7
Intercept
surveys
with
100
people
in
Liberty
Village
2
days
Wed

20/04/16

Thu

21/04/16

9
Scope
Document
Production
4
days
Fri
22/04/16
Wed

27/04/16

9.1
Generate
scope
description
1
day
Fri
22/04/16
Fri
22/04/16

9.2
Create
acceptance
criteria
1
day
Fri

22/04/16

Fri

22/04/16

9.3
Add
deliverables
1
day
Fri
22/04/16
Fri
22/04/16

9.4
Provide
project
exclusions
1
day
Sat
23/04/16
Sat
23/04/16

9.5
Add
constraints
1
day
Sun

24/04/16

Sun

24/04/16

9.6
Add
assumptions
1
day
Sun

24/04/16

Sun

24/04/16

9.7
Create
WBS
2
days
Mon

25/04/16

Tue

26/04/16

9.8
Create
scope
validation
document
1
day
Wed

27/04/16

Wed

27/04/16

9.9
Create
control
scope
document
1
day
Wed

27/04/16

Wed

27/04/16

10
Generate
Schedule
Management
Plan
4
days
Thu

28/04/16

Tue

03/05/16

10.1
Define
all
the
activities
2
days
Thu

28/04/16

Fri
29/04/16

10.2
Sequence
all
the
activities
1
day
Fri
29/04/16
Fri
29/04/16

10.3
Estimate
activity
resources
1
day
Sat
30/04/16
Sat
30/04/16

10.4
Estimate
activity
durations
1
day
Sat
30/04/16
Sat
30/04/16

10.5
Develop
schedule
2
days
Sun

01/05/16

Mon

02/05/16

10.6
Control
schedule
1
day
Tue

03/05/16

Tue

03/05/16

11
Generate
Cost
Management
Plan
1
day
Wed

04/05/16

Wed

04/05/16

11.1
Estimate
all
the
activities
1
day
Wed

04/05/16

Wed

04/05/16

11.2
Create
a
budget
based
on
the
activities
1
day
Wed

04/05/16

Wed

04/05/16

11.3
Generate
cost
tracking
document
1
day
Wed

04/05/16

Wed

04/05/16

12
Generate
HR
Management
Plan
Document
3
days
Thu

05/05/16

Mon

09/05/16

12.1
Determine
and
document
project
roles
1
day
Thu

05/05/16

Thu

05/05/16

12.2
Document
responsibilities
associated
with
roles
1
day
Thu

05/05/16

Thu

05/05/16

12.3
Document
reporting
relationships
1
day
Fri
06/05/16
Fri
06/05/16

12.4
Identify
project
team
personality
types
1
day
Fri
06/05/16
Fri
06/05/16

12.5
Document
team
motivation
techniques
1
day
Sat
07/05/16
Sat
07/05/16

12.6
Generate
responsibility
assignment
matrix
1
day
Sun
Sun

67
08/05/16
08/05/16

12.7
Generate
staffing
management
plan
1
day
Mon

09/05/16

Mon

09/05/16

12.8
Generate
resources
histogram
1
day
Mon

09/05/16

Mon

09/05/16

13
Generate
Communication
Management
Plan

2
days
Tue

10/05/16

Wed

11/05/16

13.1
Document
stakeholders
communications
requirements
1
day
Tue

10/05/16

Tue

10/05/16

13.2
Document
information
to
be
communicated
1
day
Tue

10/05/16

Tue

10/05/16

13.3
Determine
the
format
in
which
the
communication
should

happen

1
day
Tue

10/05/16

Tue

10/05/16

13.4
Determine
who
will
receive
the
information
and
who
will

produce
it

1
day
Tue

10/05/16

Tue

10/05/16

13.5
Document
the
method
of
technology
used
for
communication
1
day
Tue

10/05/16

Tue

10/05/16

13.6
Determine
frequency
of
communication
1
day
Wed

11/05/16

Wed

11/05/16

13.7
Determine
escalation
procedure
1
day
Wed

11/05/16

Wed

11/05/16

13.8
Revision
of
procedures
1
day
Wed

11/05/16

Wed

11/05/16

13.9
A
glossary
of
common
terminology
1
day
Wed

11/05/16

Wed

11/05/16

14
Develop
Risk
Management
Plan
2
days
Thu

12/05/16

Fri
13/05/16

14.1
Document
possible
risks
2
days
Thu

12/05/16

Fri
13/05/16

14.2
Prioritize
the
possible
risks
2
days
Thu

12/05/16

Fri
13/05/16

14.3
Document
risk
analysis
2
days
Thu

12/05/16

Fri
13/05/16

14.4
Document
the
risk
response
2
days
Thu

12/05/16

Fri
13/05/16

14.5
Document
risk
control
procedures
2
days
Thu

12/05/16

Fri
13/05/16

15
Develop
Quality
Management
Plan

1
day
Sat
14/05/16
Sat
14/05/16

15.1
Document
measureable
quality
aspects
of
the
event
1
day
Sat
14/05/16
Sat
14/05/16

15.2
Generate
control
quality
documentation
1
day
Sat
14/05/16
Sat
14/05/16

16
Develop
Procurement
Management
Plan
d
1
day
Sun

15/05/16

Sun

15/05/16

16.1
Document
services
that
needs
to
be
procured
from
outside
the

76
consulting
inc

1
day
Sun

15/05/16

Sun

15/05/16

IMPLEMENTATION
PHASE

17
Event
Permit
1
day
Mon

16/05/16

Mon

16/05/16

17.1
Contact
local
authority
to
know
the
process
of
getting
permit
for

event

1
day
Mon

16/05/16

Mon

16/05/16

17.2
Fill
up
necessary
forms
and
apply
for
permit
1
day
Mon

16/05/16

Mon

16/05/16

17.3
Pick
up
event
permit
1
day
Mon

16/05/16

Mon

16/05/16

18
Weekly
Progress
Reports
34
days
Mon

16/05/16

Thu

30/06/16

19
Printed
Material
-‐
Flyers
7
days
Mon

23/05/16

Wed

01/06/16

19.1
Design
flyers
1
day
Mon

23/05/16

Mon

23/05/16

19.2
Locate
supplier
for
printing
flyers
1
day
Mon

23/05/16

Mon

23/05/16

19.3
Request
for
quote
for
8.5
x
11(flyers)
–
qty
1000
1
day
Mon

23/05/16

Mon

23/05/16

19.4
Receive
quote
for
8.5
x
11
(flyers)
–
qty
1000
1
day
Tue

24/05/16

Tue

24/05/16

19.5
Send
design
and
quote
to
stakeholder
for
approval
1
day
Tue

24/05/16

Tue

24/05/16

19.6
Get
stakeholder
feedback
1
day
Wed

25/05/16

Wed

25/05/16

19.7
Place
order
for
printed
flyers
1
day
Thu

25/05/16

Thu

25/05/16

19.8
Deliver
printed
flyers
to
stakeholder
(qty
1000)
1
day
Wed

01/06/16

Wed

01/06/16

20
Printed
Material
-‐
Coupons
7
days
Mon

23/05/16

Wed

01/06/16

20.1
Design
coupons
1
day
Mon

23/05/16

Mon

23/05/16

20.2
Locate
supplier
for
printing
coupons
1
day
Mon

23/05/16

Mon

23/05/16

20.3
Request
for
quote
for
4
x
2
(flyers)
–
qty
1000
1
day
Mon
Mon

Project Management Plan - Cafe Au Lait.PDF

Project Management Plan - Cafe Au Lait.PDF

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