1. 1
PROJECT MANAGEMENT PLAN
COLLABORATIVE MARKER BOARD
SAFCO PRODUCTS COMPANY
9300 RESEARCH CENTER RD. W.
NEW HOPE, MN 55428
02/22/15

2. 2
TABLE OF CONTENTS
PROJECT OVERVIEW.............................................................................................................................. 3
PROJECT LIFE CYCLE.............................................................................................................................. 3
PROJECT OBJECTIVES .............................................................................Error! Bookmark not defined.
GENERAL APPROACH ............................................................................................................................ 4
LIMITS OF PROJECT SCOPE......................................................................Error! Bookmark not defined.
QUALITY............................................................................................................................................. 5
CHANGE MANAGEMENT........................................................................................................................ 5
MILESTONE LIST................................................................................................................................... 6
SCHEDULE BASELINE AND WORK BREAKDOWN STRUCTURE.......................................................................... 7
RESOURCES......................................................................................................................................... 7
STAFFING MANAGEMENT PLAN .............................................................................................................. 7
ASSUMPTIONS AND CONSTRAINTS........................................................................................................... 9
RISK MANAGEMENT.............................................................................................................................. 9
APPENDIX A: PROJECT SCHEDULE BASELINE ............................................................................................ 10
APPENDIX B: WORK BREAKDOWN STRUCTURE ........................................................................................ 11
APPENDIX C: RISK REGISTER................................................................................................................. 12
APPENDIX D: RISK MANAGEMENT PLAN....................................................Error! Bookmark not defined.
APPENDIX E: COMMUNICATIONS MANAGEMENT PLAN ............................................................................. 19
APPENDIX F: PROJECT CHARTER............................................................................................................ 29

3. 3
Project Management Plan
Project Name: Collaborative MarkerBoard
Date Prepared: 02/21/2015
Description: NewProductDevelopment
Sponsor: Jill Kemna– Directorof Product Design&Development
Team Members:
Michael Deimen –Lead Industrial Designer/ProjectManager
NicholasStanek –Product Engineer
CristanDuvall – ProductManager
Project Overview:
Thisprojectaddressesnewlyidentifiedopportunitiesforcollaborative productstargetingsharedandun-
ownedoffice spacesinbothContractand Core marketsegments.Itsscope islimitedtothe
conceptualization,design,selection,andfeasibilityanalysisof new productasunderstoodinthe first
twophases(ConceptandFeasibility) of the larger5 stage product life cycle.(Please see the Collaborative
Marker Board ProjectSchedule forDetails)
Project Life Cycle:
The projectis scheduledtobeginthe weekof January19, 2015 and complete onorbefore September
18, 2015.
The projectlife cycle consistsof twophases.Theyare:
1) ConceptPhase – Gathers andanalyzes productrequirementsanddeliversaworkable product
designpresentedatthe ConceptPhase gate inthe form of a Phase 1 ConceptReport
2) FeasibilityPhase –Evaluatesthe productdesignforfeasibilityof manufacture relativetoproject
cost, scope,andschedule requirementsandwhere requiredproposesdesignchangestoensure
saidfeasibility.Deliversaproductdesignreadyforapproval to enterthe DevelopmentPhasein
the form of a Phase 2 FeasibilityReportpresentedatthe FeasibilityPhase gate.
Projectreviews will be conductedbythe SafcoProjectReview Board (SPRB) occurat the endof the
ConceptandFeasibilityphasesandwill eitherprovideapproval toproceedtosubsequentphasesor
denial withthe requirementtocomplete inadequate oruncompletedtasks.
Project Objectives:
The team isbeingaskedtoidentifyrequirementsfor,design,andevaluate afamilyof collaborativeglass
markerboard productsfor introductioninthe summerof 2016. The projectshouldinvolveandengage
customersinternal toSafcoas well asaspirational customersinthe cost-drivencore marketandprice-

4. 4
sensitivecustomersinthe function/quality/design-drivencontractmarkettocorrectlydetermine the
requirementsthatwill drive projectandproductsuccessandensure customerdelight.
The projectwill be deemedsuccessfulif the aforementionedobjectivesare metwithinthe time frameof
the intendedprojectlife-cycle,(completiononorbefore May 11, 2015) and withinanintendedproject
budgetof $30,000.
General Approach:
The ProjectManager is hereinauthorizedandmade responsible forexecutionandmanagementof this
projectpursuantto thisProjectPlanandits associatedprojectplanningdocuments.These include:
- ProjectCharter
- Work BreakdownStructure
- ProjectSchedule
- StakeholderRegister
- CommunicationManagementPlan
- RiskRegister
- RiskManagementPlan
The team forthisprojectwill include representativesfromthe Industrial Design,ProductEngineering,
and ProductManagementgroups.The ProjectManager will workwiththe teamtoplanand execute the
project.All projectplanningdocumentsare subjecttoreview andapproval of the ProjectSponsor.
Initial and ongoingapproval forproject fundingwill alsoreside withthe ProjectSponsor.Subsequent
delegationof approval authoritywillrequire writtenauthorizationwithboththe ProjectManagerand
ProjectSponsoras signatories.
Team memberswillcontinuetoreporttotheirrespective functional managersthroughoutthe project.
The projectmanagerwill update these same functional managersastoprojectprogressandthe
respective contributionsof the associatedteammembers.
Limits ofProject Scope:
Thisprojectwill fulfill,butnotexceed initialprojectrequirementsasdefinedinthe projectCharterand
subsequentproductrequirementsasdefinedinstakeholderandcustomerreviewsinthe Concept
Phase.The projectwill be deemedcomplete whenitsoutputanddocumentationare eitherapprovedby
the Safco ProjectReview Board(SPRB) toproceedtoPhase 3 Productdevelopment,be sentbacktothe
previousphase forfurtherwork,orcancelledoutrightbythe same SPRB.
The projectteam isauthorizedtoretainthe servicesof externalmarketresearchconsultants,prototype
houses,andmodel shopsinthe pursuitof successful completionof the projectrequirements.Expenses
associatedwithretentionof those servicesare notto exceedthe allottedprojectbudgetof $30,000.

5. 5
In Scope:
1) Researchinto requirements impactingprojectandproductsuccess
2) Developmentof arange of productconceptsincludingdrawings,models,andpreliminary
prototypes
3) Evaluation of productconceptswithbothinternal andexternal customergroups
4) Refinementof productconcepts
5) Selectionof asingle productdesign
6) Presentationto SPRBof the productrequirementsandselectedproductdesign,inthe formof a
Phase 1 ConceptReport,for evaluationandapproval toproceedtoPhase 2 ProductFeasibility
7) Executionof feasibilityanalysisonthe designprovidedincluding purchase of more advanced
prototypestobe usedinthe processof evaluation
8) Presentationto SPRBof the Phase 2 Feasibilityreport,forevaluationandapproval toproceedto
Phase 3 Product Development.
Out-of-Scope:
1) Productdevelopmentandadvancedengineering
2) Negotiationwithsuppliers
3) Purchase of Tooling
Quality:
The qualityof the product beingdevelopedwill be identifiedmanagedbythe team incollaborationwith
internal andexternal customerspreviouslyidentifiedunderProjectObjectives.Shouldthe Project
Manager (PM) become concernedaboutthe qualityof the productbeingdeveloped,the followingsteps
will be pursued inorderof escalatingneed:
1) Discussthe concernwiththe team andsee if a consensuscanbe reachedregarding
developmentandimplementation strategiestocorrectthe issue
2) Meetwiththe QualityManager to discussdevelopmentandimplementationstrategiesto
correct the issue
3) Meetwiththe projectsponsorand/orotherkeystakeholders todiscussdevelopmentstrategies
to correct the issue.
Change Management:
Shoulditbecome necessarytomake significantandmeaningful changestothe projectscope,schedule,
budget,resources,orquality,the ProjectManagerwill immediatelysubmitanappropriate Project
Change Requesttothe ProjectSponsorforreview andapproval.

6. 6
Milestone List
The followingtable capturesthe significantmilestonesforthisproject.Subsidiarymilestonesnot
presentedinthisare capturedinthe WBS and associatedProjectSchedule.Delayswhichmayaffecton-
time completionof amilestone mustbe communicatedtothe projectmanagerimmediatelytoensure
timely,proactive responsesthatminimize impacttoprojectschedule.The ProjectManageris
responsible tocommunicate changesassociatedwiththe milestonesortheirscheduledcompletionto
the projectteam.
Milestone Description Date
Product requirements
research complete
Regulatory, customer, and end user requirements
gathered and documented to provide guidance to
product concept development, design, and
engineering
2/06/15
Initial product concept
exploration complete
Exploration of a wide range of concept solutions to
address requirements gathered in the previous
milestone and support product success
3/18/05
Review and evaluation of
initial product concepts
complete
Concepts reviewed by internal customers and
possibly a limited selection of external customers for
alignment with identified requirements, innovation,
and customer delight. Feedback provided to the
project team for use in further concept refinement.
3/24/15
Refinement of product
concepts complete
Feedback from previous milestone has been
processed and integrated into refinement and
selection of most promising product concepts.
6/5/15
Review and evaluation of
refined product concepts
complete
Concepts reviewed by internal customers and
hopefully a more expanded selection of external
customers for alignment with identified
requirements, innovation, and customer delight.
Feedback provided to the project team for use in
selection and refinement of final concept.
06/12/15
Selection of final product
design and approval to
proceed to Feasibility
Phase
Team selects the strongest product concept, refines
and finalizes overall design, and presents to the
Project Review Board for approval to proceed to
Phase 2 Feasibility
06/19/15
Feasibility analysis
complete
A feasibility analysis of the final product concept is
conducted to ensure feasibility of manufacture in
the time frame defined and at the cost required.
09/11/15
Presentation of Feasibility
Report to SPRB and
approval to proceed to
Development Phase
Team presents Feasibility Report to SPRB for
approval and approval to proceed to Phase 3
Development
09/18/15

7. 7
Schedule Baseline andWork Breakdown Structure:
The WBS forthisprojectincludesworkpackagesidentifiedthroughthe collaborationwithteam
membersandkeystakeholders,aswell asreviewof pastprojectdocumentationandthe inputof
managementfromthe departmentsinvolved.
The Projectschedule wasbuiltonthe groundworklaidbythe ProjectCharterandthe WBS, again in
collaborationwiththe membersof the team.The schedule issubjecttoreview bythe ProjectSponsor
and has beenapprovedforuse asa projectbaseline.Maintenance of the ProjectSchedule will be the
responsibilityof the ProjectManager. Subsequentchangestothe schedule will bynecessityadhere to
the establishedprocess of change control.If itappearscompletionof anyworkpackage will be delayed,
require additional funds,orqualitycompromisedtothe detrimentof the project,the ProjectManager
will workwiththe teamto evaluate the impacttoschedule,budget,riskassessment,orresource
requirements.The ProjectManagerwill thensubmitarequestforchange to the ProjectSponsorfor
evaluation.
If the ProjectSponsorapproves the change the ProjectManagerwill create change-controlledversions
of the schedule andotherimpactedplanningdocumentsandinformkeystakeholdersconsistentwith
the processof change control.
The Project Schedule Baseline appears at the end of this document in Appendix A. The Work
Breakdown Structure appears in Appendix B.
Resources:
Team memberswillbe made available tothe projectuntil the completionof the Phase 2Feasibility
Gate,at whichtime a decisionwill be renderedtoapprove ordenytheircontinuedinvolvement.Team
membersare authorizedtodedicate upto8 hoursperweekto workassociatedwiththisproject.
If additional resourcesare requiredthe ProjectManagerwill workincollaborationwiththe teamto
determine the number,timing,anddurationof the requirementandsubmitarequestforadditional
resourcestothe ProjectSponsorfor considerationandapproval.
StaffingManagementPlan
Safco appliesamatrix organizationalstructure toitsongoingproductdevelopmentprojects.Resources
are made available andassignedaccordingtothe priorityof projectsinthe ProductMap and their
degree of progressionthroughthe variousstagesof the Safcoproductdevelopmentprocess.Asa
projectapproachescompletion,certainteammembers’day-t-dayinvolvementdiminishesandthey
become availablefornewprojects.
The projectmanagerwill collaborate withthe functional managersof the disciplinesrequiredinthe
identificationandselectionof teammembersforprojectassignment.Designationof teammemberswill
require the approval of the functional managerpriortoanydirectinvolvementwithteamactivities.The
projectworkfor thisproject will be co-locatedsorelocationof teammemberswill notbe required.

8. 8
Team memberscontinuetoreportto theirrespectivefunctional managersthroughoutthe project.The
projectmanagerwill update these same functionalmanagersastoprojectprogressand the respective
contributionsof the associatedteammembers. All primaryprojectworkwill be performedbythe team
but external resourcessuchasmarketresearchconsultants,prototype houses,andmodel shopsmaybe
retainedasneedsolongas associated feesdonotexceedthe budgetlimitationsof the project.
Staffingrequirementsinclude:
ProjectManager(1) – In as much as Safcodoesnot have formal projectmanagementgrouporemploy
projectmanagersdirectly,thispositionmaybe filledbyteammembersfamiliarwiththe project
managementprocess.Inthiscase itwill be the Industrial Designer,Michael Deimen.
Projectmanagementdutieswillinclude collaboratingwiththe teaminthe developmentof all project
planningdocuments,constructionandmaintenance of saiddocuments,managementof all ongoing
workactivities,monitoringprojectprogress,addressingprojectvarianceswiththe projectsponsorand
keystakeholders,managingprojectcommunications,andcoordinatingresource requirementswith
functional manager. The ProjectManagerwill alsoparticipate withthe otherteammembersinthe
processof validatingproductconceptswithinternal andexternal customersandendusers.
The ProjectManager will collaborate withthe projectteaminthe developmentandpresentation of all
documentationpreparatorytothe projectphase gates.
ProductManager(1) – The Product Manager will be responsible fordefiningandresearchingthe
productmarketopportunity,identifyingcustomers,analyzingthe competitive environment,
researchingregulatory, customer,andenduserfunctional,qualitative,aspirational, safety,durability,
and economicrequirements.The projectmanagerwilldevelop andpresenttothe team the Market
OpportunityBrief (MOB) which makesthe businesscase forthe project andprovidesguidance to
Industrial DesignandProjectEngineeringinthe development,refinement,anddocumentationof
productconcepts. The Product Manager will alsoparticipate withthe otherteammembersinthe
processof validatingproductconceptswithinternal andexternal customersandendusers.
IndustrialDesigner(1) – The Industrial Designer(ID) willbe responsible forthe conceptualizationand
refinementof productsolutionsinresponse toinformationcontainedin the MOB.The ID will develop
drawings,renderings,lowresolutionsketchmodelsandhigherresolutionmodelsandwillparticipate
withthe otherteammembersinthe processof validatingthese conceptswithinternalandexternal
customersandendusers.
ProductEngineer(1) – The ProductEngineer(PE) will be responsibleforcollaboratingwiththe IDinthe
developmentof productconceptsandwill conductthe feasibilityanalysisof the mostpromising
concept(s) todeterminethe concept’smanufacturability.Shouldfurtherrefinementof the concept(s) be
requiredthe PEwill collaborate withthe IDinthe processof refinement.The PEwill alsoparticipate
withthe otherteammembersinthe processof validatingproductconceptswithinternal andexternal
customersandendusers.

9. 9
Assumptionsand Constraints:
Assumptions
1) It isassumedthat thatprojectteammemberswill be able todevote sufficienttimeand
attentiontoworkof the projectto enable timelycompletionof the projectobjectives.
2) It isassumedthat sufficientfundswill be made availabletofundthe workof the projectteam.
3) It isassumedthat day-to-dayresponsibilities of projectteammembersandthe requirementsof
otherprojectswill notinterfere withthe workof the project.
Constraints
1) Schedule - The schedule isdefinedasbeginningthe weekof January19,2015 and completingon
or before May 11, 2015.
2) Scope & Quality – The scope of thisprojectislimitedtothe activitiesdefinedinthe project
schedule andthe productand projectrequirementsidentifiedinthe ConceptPhase
3) Budget- The projectbudgetis $30,000.
4) Resources – A total of 3 projectteammembershave beenassignedtothe teamwitheach
authorizedtodedicate upto8 hoursper weektothe project.
Risk Management:
The processto managingriskson thisproject isbuiltuponthe processof identifyingrisks,evaluating
themrelative tolikelihoodandimpact,anddevelopingappropriate responsesintendedtopreventthere
occurrence or mitigate theirimpactif nopractical meansisavailable topreventthem.Thisprocessmust
by necessitybe ongoingwiththe teamregularlyreviewingthe variousenvironmentswithinwhichthe
projectexiststodetermineif the circumstancesorlikelihoodof riskoccurrence haschanged.
Highprobability,highimpactriskswillbe watchedcloselyandreviewedregularlyinthe bi-weekly
projectteammeetingstodetermine if identifiedresponsesshouldbe employedandwhen.
Duringprojectclosure the ProjectManagerwill collaborate withthe teaminthe analysisof all initially
identifiedrisks,alongwiththe riskmanagementprocessemployed,todetermineanyimprovementsto
be includedinthe lessonslearnedarchivesandrecommended forsubsequentprojects.

10. 10
AppendixA: ProjectSchedule Baseline

11. 11
AppendixB: Work BreakdownStructure
Work Breakdown Structure - Collaborative Glass Marker Boards
WBS Level WBS Code WBS Element
1 1 CollaborativeGlass Markerboard Project
2 1.1 Phase 1: Concept Exploration
3 1.1.1 ProjectCharter
3 1.1.2 ProjectManagement
4 1.1.2.1 WBS
4 1.1.2.2 PreliminaryProjectSchedule
4 1.1.2.3 ProjectPlan
4 1.1.2.4 CommunicationManagementPlan
4 1.1.2.6 RiskManagementPlan
4 1.1.2.7 ProjectClosure
3 1.1.3 ProjectTeamMeetings
3 1.1.4 PRB Phase Gate Reports
3 1.1.5 PRB Phase Gate Reviews
3 1.1.7 UpdatedProductRoad Map
3 1.1.8 Market OpportunityBrief/DesignBrief
3 1.1.9 Competitive Samples
3 1.1.10 PreliminaryConcepts
3 1.1.11 ConceptValidation - Round1
3 1.1.12 RefinedConcepts
3 1.1.13 RefinedConceptValidation - Round2
3 1.1.14 Final SelectedConcept
3 1.1.15 Phase 1 ConceptReport
2 1.2 Phase 2: Feasibility
3 1.2.1 Initial EngineeringandDesignFeasibilityAnalysis
3 1.2.2 FinalizedCompliance &ProductRequirements
3 1.2.3 PreliminaryPackagingRequirements
3 1.2.4 Sample Requirements
3 1.2.5 RFQ
3 1.2.6 Initial SalesParticipationCommitment
3 1.2.7 UpdatedFinancial Analysis
3 1.2.8 CompletedProjectSchedule
3 1.2.9 Phase 2 FeasibilityReport

12. 12
AppendixC: RiskRegister
RiskID
WBS
Codes
Risk Statement
Probability
(.2,.4,.6,.8,1)
Impact (1-5)
Score
Risk
Owners
Preventative
Actions
RiskStatus
ClosureDate
Scope
Quality
Schedul
e
Cost
1
1.1.2.2
Schedule isarisk.The identified
enddate may be too aggressive.
Team membersare spreadthin
withresponsibilitiestomultiple
projectsandprocessimprovement
initiatives.Giventhe organization’s
historyusinganunstructured
productdevelopmentprocess,and
the lack of strengthinits
manufacturingsupplierbase itmay
take longerthanexpectedto
developthe product.
.6 5 3.0
Project
Manager &
Procurement
Specialist
Identifyandpartnerwith
strongmanufacturerswith
provenproducts.Adopta
structured,schedule-driven
projectmanagement
processthat identifiesall
necessaryprojectactivities
and requiredresourcesand
encouragesasense of
urgencyinall team
membersandstake-
holders.
Open
2
1.1.10
1.2.1
Qualityisa risk.Giventhe nature of
the organizational culture andthe
predispositiontowards
differentiationbasedoncostthat
has informeditschoice of supply
partners,itmay prove difficultto
developaproductof sufficient
qualitytosatisfythe requirements
of the targetmarket,most
especiallythe contractfurniture
market.
.6 5 3.0 Procurement,
Industrial
Design, &
Product
Engineering
Identifyandpartnerwith
strongmanufacturerswith
productsthat succeedinthe
same target markets.Model
designandengineering
workon best-of-breed
competitiveproduct.
Open

13. 13
3
1.1.8
1.1.10
1.1.11
1.1.13
1.1.14
Cost maybe a risk.The target cost
and associatedtargetsalesprice
may be too lowgivenqualitygoals
and currentmanufacturingsupplier
base.Meetingrequirementsfor
quality,functionality,andup-
marketsophisticationwhile
achievingthe standardtarget
marginmay prove impossible.In
additionitmaybe thatthe team
doesnotyet have an accurate
picture of appropriate pricingfor
the target markets.
.6 4 2.4
Industrial
Design,
Product
Engineering,
Product
Management
Couple simplicityindesign
withsophisticated
aestheticsandappropriate
material choices.Addvalue
where itmattersand
eliminatecost-driving
complexity.Worktocontain
laborrequired,component
costs,and expensive tooling.
Use lowcost tooling
appropriate tolowvolume
runs. Continue researchinto
competitivepricingand
value propositionsinthe
target markets.
4
1.1.1
1.2.1
1.1.2.1
1.1.2.3
Scope may be a risk.Projectsthat
seektoelevate the market
perceptionof the brandrun the risk
of tryingtodo more than is
requiredinaneffortto“hit one out
of the park.”The teamwill needto
workhard to ensure the scope of
the projectdoesnot growbeyond
itstrue requirements.
.4 2 2 4 1.6
Project
Manager
Reviewthe projectcharter.
Ensure alignmentwiththe
project’sMarket
OpportunityBrief and
clearlydefine whatisinand
out of scope in the charter’s
Statementof ProjectScope.
Revisitthisstatement
regularlywiththe teamto
ensure thatno activities
exceedscope.

14. 14
RiskID
WBS
Codes
Revised
Probability
Revised Impact
Revised
Score
Risk Owner Actions
RiskStatus
Comments
(Secondary
Risks and
Responses)
ClosureDate
Scope
Quality
Schedule
Cost1 1.1.2.2 .3 5 1.5
1)Procurement
2)ProjectManager
3) ProjectManager
1) Identifyandpartnerwithstrong
manufacturerswithproven
products.
2) Adopta structured,schedule-
drivenprojectmanagement
processthat identifiesall necessary
projectactivitiesandrequired
resourcesandencouragesasense
of urgencyinall teammembers
and stake-holders.
3) Provide projectmanagement
trainingtoall product managers.
Open
2
1.1.10
1.2.1
.3 5 1.5
1)Procurement
2)Industrial Design
and Product
Engineering
1) Identifyandpartnerwithstrong
manufacturerswithproductsthat
succeedinthe same target
markets.
2) Model designand engineering
workon best-of-breedcompetitive
product.
Open

15. 15
AppendixD: RiskManagementPlan
ProjectTitle: CollaborativeGlassMarkerBoard Date Prepared: 02/8/2014
Methodsand Approaches:
In as muchas SafcoProductshas no true projectmanagementculture ordocumentedproject
managementpracticesorpolicies,methodologiesappliedonthisprojectwill be keptsimple andlimited
to make the most of the capabilitiesof all teammembers.The basicprocesswill be asfollows:
1) RiskReview –Reviewanddiscussionof pastproductdevelopmentprojectchallengeswithavailable
teammembersandotheremployeeswithdirectproductdevelopmentexperience.
2) RiskIdentification –Potential Riskswill be brainstormedwithappropriateteammembersandother
employeeswithdirectproductdevelopmentexperience.
3) RiskQualification –Identifiedriskswill be evaluatedandscoredforprobabilityandpotentialimpact.
Scoreswill be capturedinthe projectRiskRegister.
4) RiskQuantification –Overall score forrisksidentifiedinthe RiskQualificationprocesswill be further
calculatedaccordingtothe formulaV = P x I, where “V”equalsthe overall value,“P”equalsthe
probabilityof occurrence,and“I”equalsthe potential impacttoprojectscheduleorbudgetshouldthe
eventoccur.Riskswitha RiskQuantificationscore of 3 or higherwill be identifiedforRiskResponse
Development
5) RiskResponse –Riskresponse strategiesforall “significantrisks”will be formulatedandcapturedin
the projectRiskRegister
6) LessonsLearned - Projectclose-outwill incorporate areview of “lessonslearned”inordertoreveal
and documentinsights,successes,problemsencountered,responsesexecuted,andopportunitiesfor
improvementonfuture projects

16. 16
Tools and Techniques:
1) Projectteambrainstorming,
2) Consultingexperiencedteammembers,
3) Requestingopinionsof experts
Rolesand Responsibilities:
The projectmanagerwill be responsible forexecutingthe RiskManagementPlanwiththe aidof projectteam
members.
Rolesare definedasfollows:
Industrial Designer/ProjectManager – Michael Deimen
ProductManagement – CristanDuvall
ProductEngineer– NathanPeterson
Procurement–AndrewIverson
ProjectSponsor– Jill Kemna
Risk Categories:
Riskcategoriesare listedasfollows:
Schedule Risk
Cost Risk
QualityRisk
Scope Risk
StakeholderRisk Tolerance:
Executive ManagementTeamandProjectSponsorIndicate:
- a lowto moderate tolerance forrisktoschedule,
- a moderate tolerance forrisktocost,
- a lowtolerance forriskto quality
- a lowtolerance forriskto scope

17. 17
Definitionsof Probability:
Very Low
Incremental numerical distinctionsbetweencategoriesof probabilitywilloccurat
intervalsof 20%,beginningat.2 for “VeryLow”and increasingaccordingly.
Evaluationandassignmentof these rankingswillbe determinedbyteam
consensusreferencingexpertopinionandstandardmajorityvotingtechniques.A
score of “VeryLow” will be associatedwithascore of .2
Low
A rankingof “Low” will be associatedwitha score of .4
Moderate
A rankingof “Low” will be associatedwitha score of .6
High
A rankingof “Low” will be associatedwitha score of .8
Very High
A rankingof “Low” will be associatedwitha score of 1
Definitionsof Impactby Objective:
Impact Scope Quality Schedule Cost
Very Low
1 1 1 1
Low
2 2 2 2
Moderate
3 3 3 3
High
4 4 4 4
Very High
5 5 5 5

18. 18
Probabilityand Impact Matrix:
Impact
Probability
Very Low = 1 Low = 2 Moderate = 3 High = 4 Very High = 5
Very
High
= 1
1 2 3 4 5
High
= .8
.8 1.6 2.4 3.2 4
Mod.
= .6
.6 1.2 1.8 2.4 3
Low
= .4
.4 .8 1.2 1.6 2
Very
Low
= .2
.2 .4 .6 .8 1
Risk ManagementFunding:
None
ContingencyProtocols:
None
Frequencyand Timing:
Riskstatusand response will be reviewedattollgate reviewsandasneededduringbi-weekly updateswithProject
Sponsor.
Risk Audit Approach:
None

19. 19
COMMUNICATIONS MANAGEMENT PLAN
COLLABORATIVE MARKER BOARD PROJECT
SAFCO PRODUCTS COMPANY
9300 RESEARCH CENTER RD. W.
NEW HOPE, MN 55428
02/17/15

20. 20
TABLE OF CONTENTS
INTRODUCTION..................................................................................................................................211
COMMUNICATIONS MANAGEMENT APPROACH .......................................................................................... 211
COMMUNICATIONS MANAGEMENT CONSTRAINTS....................................................................................... 211
STAKEHOLDER COMMUNICATION REQUIREMENTS.........................................................................................22
ROLES................................................................................................................................................22
PROJECT TEAM DIRECTORY ................................................................................................................... 223
COMMUNICATION METHODS AND TECHNOLOGIES ........................................................................................24
COMMUNICATIONS MATRIX....................................................................................................................25
COMMUNICATION FLOWCHART................................................................................................................26
GUIDELINES FOR MEETINGS.....................................................................................................................26
COMMUNICATION STANDARDS.................................................................................................................27
COMMUNICATION ESCALATION PROCESS....................................................................................................27
GLOSSARY OF COMMUNICATION TERMINOLOGY...........................................................................................28

21. 21
INTRODUCTION
ThisCommunicationsManagementPlansetsthe communicationsframeworkforthisproject. Itwill
serve asa guide forcommunicationsthroughoutthe life of the projectandwill be updatedas
communicationneedschange. Thisplanidentifiesanddefinesthe rolesof personsinvolvedinthis
project. It alsoincludesacommunicationsmatrix whichmapsthe communicationrequirementsof this
project. Anin-depthguide forconductingmeetingsdetailsboththe communicationsrulesandhowthe
meetingswillbe conducted,ensuringsuccessful meetings. A projectteamdirectoryisincludedto
provide contactinformationforall stakeholdersdirectlyinvolvedinthe project.
COMMUNICATIONSMANAGEMENTAPPROACH
The ProjectManager will take a proactive role inensuringeffectivecommunicationsonthisproject. The
communicationsrequirementsare documentedinthe CommunicationsMatrix presentedinthis
document. The CommunicationsMatrix willbe usedasthe guide forwhatinformationtocommunicate,
whois to dothe communicating,whentocommunicate itandto whomto communicate.
As withmostprojectplans,updatesorchangesmaybe requiredasthe projectprogressesorchanges
are approved. Changesorupdatesmaybe required due tochangesinpersonnel,scope,budget,or
otherreasons. Additionally,updatesmaybe requiredasthe projectmaturesandadditional
requirementsare needed. The projectmanagerisresponsibleformanagingall proposedandapproved
changesto the communicationsmanagementplan. Once the change isapproved,the projectmanager
will update the planandsupportingdocumentationandwilldistribute the updatestothe projectteam
and all stakeholders. Thismethodologyensuresthatall projectstakeholdersremainaware and
informedof anychangesto communicationsmanagement.
COMMUNICATIONSMANAGEMENTCONSTRAINTS
All projectcommunicationactivitieswill occurwithinthe project’sapprovedbudget,schedule,and
resource allocations. The projectmanagerisresponsible forensuringthatcommunicationactivitiesare
performedbythe projectteamandwithoutexternal resourceswhichwill resultinexceedingthe
authorizedbudget. Communicationactivitieswilloccurinaccordance withthe frequenciesdetailedin
the CommunicationMatrix inorderto ensure the projectadherestoscheduleconstraints. Any
deviationof these timelinesmayresultinexcessive costsorschedule delaysandmustbe approvedby
the projectsponsor.
Safco ProductsCompanyrequires thatwhere applicable,standardizedformatsandtemplatesbe used
for all formal projectcommunications. The detailsof these policyrequirementsare providedinthe
sectiontitled“Standardizationof Communication”inthisdocument.
Safco ProductsCompanypolicyalsostatesthatonlya Vice Presidentorhigherlevelemployee may
authorize the distributionof confidential information. The projectmanagerisresponsible forensuring
that approval isrequestedandobtainedpriortothe distributionof anyconfidentialinformation
regardingthisproject.

22. 22
STAKEHOLDER COMMUNICATIONREQUIREMENTS
As part of identifyingall projectstakeholders,the projectmanagerwillcommunicate witheach
stakeholderinorderto determinetheirpreferredfrequencyandmethodof communication. This
feedbackwill be maintainedbythe projectmanagerinthe project’sStakeholderRegister. Standard
projectcommunicationswill occurinaccordance withthe CommunicationMatrix;however,depending
on the identifiedstakeholdercommunicationrequirements,individual communicationisacceptableand
withinthe constraintsoutlinedforthisproject.
In additiontoidentifyingcommunicationpreferences,stakeholdercommunicationrequirementsmust
identifythe project’scommunication channelsandensure thatstakeholdershave accesstothese
channels. If projectinformationiscommunicatedviasecure meansorthroughinternal company
resources,all stakeholders,internal andexternal,musthave the necessaryaccesstoreceive project
communications.
Once all stakeholdershave beenidentifiedandcommunicationrequirementsare established,the
projectteamwill maintainthisinformationinthe project’sStakeholderRegisteranduse this,alongwith
the projectcommunicationmatrix as the basisforall communications.
ROLES
Project Sponsor
The projectsponsoris the championof the projectand hasauthorizedthe projectbysigningthe project
charter. Thispersonisresponsibleforthe fundingof the projectandisultimately responsible forits
success. Since the ProjectSponsorisat the directorlevel communicationswillbe presentedinsummary
formatunlessthe ProjectSponsorrequestsmore detailedcommunications.
Key Stakeholders
NormallyStakeholdersincludesall individualsandorganizationswhoare impactedbythe project. For
thisprojectwe are definingasubsetof the stakeholdersasKeyStakeholders. These are the
stakeholderswithwhomwe needtocommunicate andare notincludedinthe otherrolesdefinedinthis
section. The KeyStakeholdersincludesexecutivemanagementwithaninterestinthe projectandkey
usersidentifiedforparticipationinthe project.
Customer
The customersfor thisprojectare office furniture dealers,big-box office supplyretailers,andendusers.
Where possible theywill be consultedinthe developmentof the producttosolicitproduct
requirementsandvalidate potential solutionsunderdevelopment.
Project Manager
The ProjectManager has overall responsibilityforthe execution of the project. The ProjectManager
managesdayto day resources,providesprojectguidance andmonitorsandreportsonthe projects
metricsas definedinthe ProjectManagementPlan. Asthe personresponsible for the executionof the
project,the ProjectManageris the primarycommunicatorforthe projectdistributinginformation
accordingto thisCommunicationsManagementPlan.

23. 23
Project Team
The projectteam iscomprisedof all personswhohave arole performingworkonthe project. The
projectteamneedstohave a clear understandingof the worktobe completedandthe frameworkin
whichthe projectisto be executed. Since the ProjectTeamisresponsibleforcompletingthe workfor
the projecttheyplayedakeyrole in creatingthe ProjectPlanincludingdefiningitsscheduleandwork
packages. The ProjectTeam requiresadetailedlevel of communicationswhichisachievedthroughday
to day interactionswiththe ProjectManagerand otherteammembersalongwithweeklyteam
meetings.
Product Manager
The product manageristhe persononthe projectteamdesignatedasresponsible foridentifyingand
analyzingthe marketopportunity,the targetmarket,andthe productrequirements,forforecasting
salesvolume,andforcombiningall thisinformationinthe developmentof the MarketOpportunityBrief
to be usedby the projectteaminthe developmentof the new product.
Industrial Designer
The industrial designeristhe persononthe projectteamdesignatedasresponsible forconceivingand
developingcreativeproductsolutionsinresponse tothe productrequirementsgatheredandprovided
initiallybythe productmanagerand subsequentlyexpandeduponbythe projectteaminthe course of
developingthe product.The industrialdesignerensuresthatall product requirementsare considered
and addressedasthe final productsolutionisrefinedinpreparationformovementintothe Feasibility
and Developmentphases.
Product Engineer
The product engineeristhe persononthe projectteamdesignatedtobe responsible forensuringthat
all technical aspectsof the productare addressedanditis implementedinatechnicallysoundmanner.
The product engineerisresponsibleforoverseeingthe implementationof the designsanddeveloping
productdocumentationsuitable foruse bymanufacturingsupplypartnersinthe developmentand
productionof the product. The productengineerrequiresclose communicationswiththe Project
Manager and the ProjectTeam.
PROJECT TEAM DIRECTORY
The followingtable presentscontactinformationforall personsidentifiedinthiscommunications
managementplan. The email addressesandphone numbersinthistable will be usedtocommunicate
withthese people.

24. 24
Role Name Title Organization/
Department
Email Phone
Project Sponsor See
Stakeholder
Register
Product
Designand
Development
Director
Product
Development
See StakeholderRegister See
Stakeholder
Register
Project
Manager/Industrial
Designer
Michael
Deimen
Industrial
Designer
Product
Development
MichaelDeimen@safcoproducts.com See
Stakeholder
Register
Project
Stakeholders
See
Stakeholder
Register
See
Stakeholder
Register
See
Stakeholder
Register
See StakeholderRegister See
Stakeholder
Register
Customer See
Stakeholder
Register
See
Stakeholder
Register
See
Stakeholder
Register
See StakeholderRegister See
Stakeholder
Register
Product Manager See
Stakeholder
Register
Product
Manager
Product
Development
See StakeholderRegister See
Stakeholder
RegisterProduct Engineer See
Stakeholder
Register
Product
Engineer
Product
Development
See StakeholderRegister See
Stakeholder
Register
COMMUNICATIONMETHODS AND TECHNOLOGIES
The projectteam will determine,inaccordance withSafcoProductsCompanypolicies,the project
communicationmethodsandtechnologiesbasedonseveral factorstoinclude:stakeholder
communicationrequirements,available technologies(internal andexternal),andorganizationalpolicies
and standards.
Safco ProductsCompanyiscurrentlydevelopinga“vault”systemforstorage of,and controlledaccess to
importantprojectdocumentsthatneedtobe accessedbymultiple stakeholders.Inlieuof thatsystemit
currentlymaintainsafile foldersystemkeptonthe company’sK:drive.Filesforthisprojectwillbe kept
at:
K:SafcoOPTEAM2014 Projects14011 Glass Whiteboard
Thisfolderwill be usedto,archive projectplanningdocumentsandvariousreports,provideupdates,
and conductprojectcommunications. Thiswillenableseniormanagement,aswell asstakeholderswith
compatible technology,toaccess projectdataand communicationsatanypointintime andwill provide
the abilityforstakeholdersandprojectteammemberstocollaborate onprojectworkand
communication.
All projectcommunicationanddocumentation,inadditiontobeingmaintainedon the SharePoint
platformandprojectwebsite,will be archivedonthe internal SafcoProductsCompanyshareddrive.
Organizational namingconventionsforfilesandfolderwill be appliedtoall archivedwork.

25. 25
COMMUNICATIONSMATRIX
The followingtable identifiesthe communicationsrequirementsforthisproject.
Message Audience Purpose Method Frequency Sender
Projectmanagementplansandweekly
statusreports
Course instructor Confirmproject
planningandexecution
are accomplishedor
proceeding
appropriately.
E-mail Weekly Michael Deimen –
ProjectManager
WeeklyEngineering“TouchBase”
meetings
Directorof
Product Design &
Development
Update nextlevel of
managementasto
projectprogressand
status.
Face-to-face Weekly Michael Deimen –
ProjectManager
ProjectUpdates PRB Update Product Review
Board as to project
statusand gain
approval andfunding
to proceedto
subsequentphase.
Face-to-face
tollgate
presentationsvia
PowerPoint
presentation
At completionof
Phases1 and 2
Project Team
Ongoingtransferof day-to-day
productdevelopmentinformationand
associateddocumentation
ProductManager
ProductEngineer
Confrontdayto day
issuesrelatedto
projectexecutionas
theyarise.
Face-to-face,E-
mail
Dailyas required Michael Deimen –
Industrial
Designer
Presentationof Conceptsfor
Validation
Internal and
External
Customers
Reviewproduct
conceptsto gauge
value againstproduct
requirements
Face-to-Face via
powerpointand
physical models
1-2 timesinPhase 1
and 1-2 timesin
Phase 2
ProjectTeam
Periodicreviewof projectprogress
includingconceptrenderingsand
models,MOBupdates,schedule
updates
Vice Presidentof
LDI Spaces
Maintainkey
stakeholder
involvementand
supportof project
scope,direction,and
progress
Face-to-Face via
powerpointand
physical models
1-2 timesinPhase 1
and 1-2 timesin
Phase 2
ProjectTeam

26. 26
COMMUNICATIONFLOWCHART
The communicationflowchartbelowwascreatedto aidinprojectcommunication. Thisflowchart
providesaframeworkforthe projectteamto follow forthisproject. However,theremaybe occasions
or situationswhichfall outside of the communicationflowchartwhere additional clarificationis
necessary. Inthese situationsthe ProjectManagerisresponsible fordiscussingthe communicationwith
the ProjectSponsorand makinga determinationonhow toproceed.
GUIDELINES FOR MEETINGS
MeetingAgenda
MeetingAgendawill be distributed5business daysinadvance of the meeting. The Agendashould
identifythe presenterforeachtopicalongwitha time limitforthattopic. The firstiteminthe agenda
shouldbe a reviewof actionitemsfromthe previousmeeting.
MeetingMinutes
Meetingminuteswill be distributedwithin2businessdaysfollowingthe meeting. Meetingminuteswill
include the statusof all itemsfromthe agendaalongwithnew actionitemsandthe ParkingLot list.
Action Items
ActionItemsare recordedinboththe meetingagendaandminutes. Actionitemswill include boththe
actionitemalongwiththe ownerof the action item. Meetingswillstartwitha review of the statusof all
actionitemsfrompreviousmeetingsandendwithareview of all new actionitemsresultingfromthe
meeting. The review of the newactionitemswill includeidentifyingthe ownerforeachactionitem.

27. 27
MeetingChairPerson
The Chair Personisresponsible fordistributingthe meetingagenda,facilitatingthe meetingand
distributingthe meetingminutes. The ChairPersonwill ensure thatthe meetingstartsandendson time
and that all presentersadheretotheirallocatedtime frames.
Recorder
The recorderis responsible fordocumentingthe statusof all meetingitems,maintainingaParkingLot
itemlistandtakingnotesof anythingelse of importance duringthe meeting. The Note Takerwill give a
copy of theirnotesto the ChairPersonat the endof the meetingasthe ChairPersonwill use the notes
to create the MeetingMinutes.
Parking Lot
The ParkingLot is a tool usedby the facilitatortorecordand deferitemswhicharen’tonthe meeting
agendayet,meritfurtherdiscussionatalatertime or throughanotherforum.
A parkinglotrecordshould identifyanownerforthe itemasthat personwill be responsible forensuring
follow-up. The ParkingLotlististo be includedinthe meetingminutes.
COMMUNICATIONSTANDARDS
For thisproject,SafcoProductsCompanywill utilize existingstandardorganizational formatsand
templateswhere possible forall formal projectcommunications. Formal projectcommunicationsare
detailedinthe project’scommunicationmatrix andinclude:
Project Team Meetings – projectteamwill utilize existingSafcoProductsCompanystandardtemplates
for meetingagendaandmeetingminutes.Additionally,anypresentationswill use the SafcoProducts
CompanystandardPowerPoint template.
Technical Design Meetings - projectteamwill utilize existingSafcoProductsCompanystandard
templatesformeetingagendaandmeetingminutes.Additionally,anypresentationswill use the Safco
ProductsCompanystandardPowerPointtemplate.
Project Status Meetings- projectteamwill utilizeexistingSafcoProductsCompanystandardtemplates
for meetingagendaandmeetingminutes.Additionally,anypresentationswill use the SafcoProducts
CompanystandardPowerPointtemplate.
Project Status Reports – projectteamwill utilize existingSafcoProductsCompanystandardtemplates
for meetingagendaandmeetingminutes. Additionallythe standardprojectstatusreportdocument,
available onthe share drive,willbe usedtoprovide projectstatus.
Informal projectcommunicationsshouldbe professional andeffectivebutthere isnostandardtemplate
or formatthat must be used.
COMMUNICATION ESCALATION PROCESS
Efficientandtimelycommunicationisthe keytosuccessful projectcompletion. Assuch,itisimperative
that any disputes,conflicts,ordiscrepanciesregardingprojectcommunicationsare resolvedinaway
that isconducive tomaintainingthe projectschedule,ensuringthe correct communicationsare

28. 28
distributed, andpreventinganyongoingdifficulties. Inorderto ensure projectsstayonschedule and
issuesare resolved,SafcoProductsCompanywill use itsstandardescalationmodeltoprovide a
frameworkforescalatingcommunicationissues. The table below definesthe prioritylevels,decision
authorities,andtimeframesforresolution.
Priority Definition Decision
Authority
Timeframe for Resolution
Priority 1 Major impact toprojector business
operations. If not resolved quickly
there will be a significant adverse
impactto revenue and/orschedule.
Vice President
or higher
Within one business day
Priority 2 Medium impact to project or
business operations which may
result in some adverse impact to
revenue and/or schedule.
Project Sponsor Within one business day
Priority 3 Slight impact which may cause
some minor scheduling difficulties
with the project but no impact to
business operations or revenue.
ProjectManager Within two business days
Priority 4 Insignificant impact to project but
there may be a better solution.
ProjectManager Work continues and any
recommendations are submitted
via the project change control
process
** NOTE: Anycommunicationincludingsensitive and/orconfidential informationwill require escalation
to VPlevel orhigherforapproval priorto external distribution.
GLOSSARYOF COMMUNICATION TERMINOLOGY
Term Definition
Communication The effective sendingand receivingof information. Ideally,the
informationreceivedshouldmatchthe informationsent. Itisthe
responsibilityof the sendertoensure thistakesplace.
Stakeholder Individualsorgroupsinvolvedinthe projectorwhose interestsmaybe
affectedbythe project’sexecutionoroutcome.
Communications
ManagementPlan
Portionof the overall ProjectManagementPlanwhichdetailshow
projectcommunicationswill be conducted,whowill participate in
communications,frequencyof communications,andmethodsof
communications.
Escalation The processwhichdetailshow conflictsandissueswill be passedup
the managementchainforresolutionaswell asthe timeframeto
achieve resolution.

29. 29
AppendixE: CommunicationManagementPlan
AppendixF: ProjectCharter
Date: 01/31/2015
Semester:Fall 2014
Course:PROMGT 7840
Project Customer:Safco Products, Inc.
Project Sponsor:Vice PresidentLDI Spaces
Project Manager (Student):Michael Deimen
Project Title:GlassMarker Board
Project Purpose/Justification:
Safco’sCollaborationScreenshave become increasinglypopular,withnearly$1Minsalesduring
calendaryear2013. Functionality,durability,andqualityof userexperience are increasing prioritiesfor
our majorcustomers.The markethas begunto raise its expectationsaroundthese elementsandthe
associatedprice theyshouldcommand. Asthe marketforcollaborativefurniture continuestogrowan
opportunityexiststofurtherexpandthisareaof the productportfolio. Accordingly,glasscollaborative
productshave begunto emerge asa viable andcompetitivealternativetoconventional glazedsteeland
laminate coveredhardboardproducts.
Because thistrendisnew,the range of competitiveproductsavailable tothe marketisstill small. An
associatedgapexistsinSafco’sproductportfolioandthe combinationof thesetwoconditionscreatesa
windowof opportunityforthe companytoexpanditsproductofferingandcapture marketshare. There
isa needfora highquality,high-function,high-designglasscollaborative productatthe $1200 price
point.ThiswouldallowSafcotocapture marketshare withboth majorcore and contract customers.The
price issuch that it can be accommodatedbymore aspirational core customersandoffersaprice
advantage to those inthe contract audience withrestrictedbudgets.
Value Proposition:Magneticglassprovideshighdurabilityandincreasedfunctionalitythroughclear,
highcontrast presentationof handwritteninformation,easeof cleanup,the eliminationof “ghosting”
(the remnantsof previousmarkeruse),andthe abilitytoacceptmagneticaccessories.Combiningthis
level of functionalitywithamid-level price point,amobile,gangableproductarchitecture,andan
aestheticthatisbothflexible inapplicationandappealingtothe A&Dcommunityshouldprovide
compellingvalue forboth core and contract markets.

30. 30
Measurable ProjectObjectivesand RelatedSuccess Criteria:
Objective Related Success Criteria
Schedule ProjectCompletiononorbefore May 15, 2015
No Changestocritical path
Budget ConceptModelingandprototypingcosts donotexceed$30,000
Performance - Quality Projectresultsinimprovedunderstandingof marketopportunitiesanda
viable productsolutionasmeasuredbyresponse of keystakeholders.
Performance - Scope Projectexperiencesnosignificantscope creep:
 Phase 1 - Concept
o Market opportunityfullydefinedandkeystakeholdersidentified.
Productrequirementsandindustryguidelinesidentifiedand
documented:
 Customer
 Competition
 Functionality
 Cost
 Statementof Line
 Structural
 Aspirational
 Ergonomic
 Aesthetic
 Regulatory
 Safety
o Market opportunitybrief createdanddistributedtoteammembers
and keystakeholders.
o Newproductconceptsconceived,reviewedwithavailablecustomers
and keystakeholders,andfurtherrefined.
o Strongestproductconceptevolved,modeled,furtherrefined,and
reviewedwithavailablecustomersandkeystakeholders.
o Final productsolutionselected
o Productgoesto Phase 1 – ConceptPhase gate for final selectionand
approval to proceedtoPhase 2 - Feasibility
 Phase 2 – Feasibility
o Selectedconceptassessedrelativeto:
 Cost
 Structural viability
 Manufacturability
 Time to develop
o Preliminaryengineering
 EngineeringDrawingsDeveloped
 Prototypescreatedandevaluated
o Productreceivesapproval toproceedtoPhase 3 - Development
Performance - Schedule Phase 1 – Conceptand Phase 2 – FeasibilityComplete by September18,2015.

31. 31
High-Level Projectand Product Requirements
 The projectwill be focusedarounddevelopmentof anew glasscollaborativeproduct.
 The projectwill complete followingproductdevelopmentphases:
o Phase 1 - Concept
o Phase 2 - Feasibility
 The projectwill require the involvementof representatives fromthe followingdisciplines:
o Industrial Design
o ProductManagement
o ProductEngineering
o Sourcingand Procurement
 The projectshouldintegrate withandsupportongoingbusinessprocessdevelopmentactivities.
 The projectshouldintelligentlyaddressstakeholderrequirementstoensure enthusiastic
acceptance by the customer.
 The projectshouldreinforce orsupportthe fourdesiredSafcoPerformance Behaviors:
o Drive results
o Drive change
o Focuson the customer
o Thinkand act strategically
 The projectwill beginonorabout Monday,January 19, 2015 andcomplete onor before Friday,
September18,2015
 The ProjectManager, Michael Deimen,will be assigneddecisionmakingandchange authority
for baselineprojectschedule,performance,andbudget.
High Level ProjectDescription and Boundaries
Thisprojectwill require the projectmanagerandteamtocollaborate inthe developmentof anewglass
collaborative product. Thiswillrequireaseriesof teammeetingswhereinthe teamwillreview and
discussthe mostup-to-date competitive literature,relevantindustryguidelines,Voice of the Customer
reportson the productcategory,and customerand stakeholderrequirements.Once anunderstanding
of the competitiveenvironmentandproductrequirementsisestablishednew conceptgenerationwill
begin.Conceptswillbe modeled,evaluatedandscreenedthroughstakeholderreviewsanda single
viable conceptidentified.Thisconceptwillbe presentedatPhase 1 – ConceptTollgate forapproval to
proceedtoPhase 2 – Feasibility.

32. 32
In Phase – 2 Feasibilitythe conceptwill be subjectedtopreliminaryengineering,prototyped,and
evaluatedforviabilityrelative tocost,schedule,quality,andmanufacturability.A FeasibilityReportwill
be generatedandpresentatPhase 2 – FeasibilityTollgate forapproval toproceedtoPhase 3
Development.
High Level Risks
 Schedule
o Ongoingprojectresponsibilitiesmayrendercertainprojectteammembersunavailable
at critical timesinthe life of the project,delayingkeyprojecteventsandputtingthe
target projectcompletiondate atrisk.
o Availabilityof customersand/orstakeholdersforparticipation inkeyprojecteventsmay
be problematicandrequire the scheduletobe adjustedputtingthe targetproject
completiondate atrisk.
 Performance - Quality
o Availabilityof customers,stakeholders,andkeyteammembersforparticipationinkey
projectevents maybe problematic.Theseindividualsare critical forproductevaluation.
Theirabsence mayundermine the value createdbythe processunderdevelopment.
Initial Sponsor Guidance for Risk Tolerance
Objective No Tolerance Some Tolerance High Tolerance
Schedule x
Budget x
Performance - Scope x
Performance - Quality x
Team Compositionand Roles
Members Email Role Phone
Michael Deimen MichaelDeimen@safcoproducts.com
Industrial Design,Project
Management
812-630-2165
Xxxxxx Xxxxxx xxxxxxxxxxxx@safcoproducts.com ProductManagement xxx-xxx-xxxx
Xxxxxx Xxxxxx xxxxxxxxxxxx@safcoproducts.com ProductEngineering xxx-xxx-xxxx
Xxxxxx Xxxxxx xxxxxxxxxxxx@safcoproducts.com Procurement&Sourcing xxx-xxx-xxxx
Team Ground Rules
Participation
 Team memberswillcomplete onorbefore scheduleddue date.
 Team membersmustnotifythe groupof anyconflictthatmay affectthe groupas soon as

33. 33
possible toallowthe grouptodevelopacontingencyplan.
 Team memberswillplayanactive role inthe successof the group throughactive participationin
teammeetings,providingfeedbackandworkingtoresolve conflictsingoodfaith
Communication
 Team memberswillcommunicatevia email,telephone,Lyncsystem andface-to-face meetings
 All teammemberswill maintainafriendly,respectful,andprofessional tone
 Team membersare responsibletoaskfor clarificationif he/she doesnotunderstand something
ConflictResolution&Escalation
 Team members willworktoresolve conflictsinapolite,professional,andrespectfulmanner.
 Individualsinconflictshouldfirsttrytoresolve differencesthroughone-on-onedialogue and
compromise.Conflictsthatcannotbe resolve inthismannerwill be broughttothe project
managerfor furtherdialogue andmaybe broughtto the teamif the projectmanagerdeemsit
appropriate. Inthe eventthe groupcannotreach a consensus,amajorityvote maydetermine
the solution. If appropriate, projectspecificconflictsmaybe brought to the ProjectSponsorfor
resolution.
Summary Milestone Schedule
 ProjectStart Date:January19, 2015
 Initial ConceptDevelopmentComplete: June 19, 2015
 Phase 1 – ConceptPhase Gate:, June 26, 2015
 FeasibiityEvaluationandPreliminaryEngineeringComplete:Thursday, September11, 2015
 Phase 2 – FeasibilityPhase Gate: September18,2014
Summary Budget
Phase Amount Budgeted
Phase 1 Concept $10,000
Phase 2 - Feasibility $20,000
Project Approval Requirements
 ProductconceptdevelopmentComplete
 Approval toproceedtoPhase 2 - Feasibility
 Feasibilityanalysisandpreliminaryengineeringcomplete
 Approval toproceedtoPhase 3 - Development