PM Planning - Case Study

Planning Case Studies
MPMM
TM
provides a full suite of Case Studies to help you to plan and execute your project, as shown in the following
diagram.

MPMM Case Studies cover the entire planning process in detail, from documenting a Project Plan to creating a suite of
management plans - for managing resources, finances, quality, risks, customer acceptance, project communications and
procurement. You will also find an MPMM Case Study for each step in the tender process, from defining that process to
developing a Statement of Work, Request for Information, Request for Proposal and Supplier Contract. A brief
description of each case study follows.

Case Study - Create a Project Plan
This Case Study describes the steps taken to create a Project Plan. Ashman Sales and Distribution undertook the project
for a computer network upgrade. The Project Manager identified all the phases, activities and tasks needed to implement
the project, before listing the milestones and effort required. Next the team documented the schedule of activities
needed to execute the project, as well as the dependencies, assumptions and constraints. For more information, you
can:

Read this Case Study
Learn how to Create a Project Plan
View the Project Plan Template
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Case Study - Create a Resource Plan
This Case Study provides a complete Resource Plan for a wireless telecommunications project. In this document, the
Manta Metropolitan Project Team identified the labor, equipment and materials required to undertake this complex
project. The Resource Schedule then specifies the timeframes for resource consumption. For more information, you can:

Case Study - Create a Financial Plan
This Case Study describes how Sixth Bank regained its competitive advantage in the market by implementing a new
Customer Management System. The Financial Plan for this project provides the detailed expenses for the labor,
equipment and material involved in undertaking the project. The Expense Schedule amortizes each expense and
quantifies the total budget required to complete the project. For more information, you can:

Case Study - Create a Quality Plan
This Case Study will help you create a Quality Plan for your own project, by showing you how one was created for this
road infrastructure project. In this Quality Plan, TechTar Roads Ltd set clear quality targets up front and then listed the
Quality Assurance and Quality Control activities required to ensure that the project was "on track" (i.e. likely to produce
deliverables that would meet the quality targets). For more information, you can:

Case Study - Create a Risk Plan
This Case Study provides a complete Risk Plan for a rail infrastructure project. The Fast Rail Project involved upgrading
an existing rail infrastructure, redeveloping several train stations and creating new rail routes for passengers. The
Project Team created a Risk Plan for this project by listing and prioritizing all of the project risks, and scheduling a suite
of preventative and contingent actions to reduce their potential impact on the project. For more information, you can:

View the Resource Plan Template
Learn how to Create a Resource Plan
Learn how to Create a Financial Plan
View the Financial Plan Template
Learn how to Create a Quality Plan
View the Quality Plan Template
Learn how to Create a Risk Plan
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Case Study - Create an Acceptance Plan
This Case Study describes how an Acceptance Plan was created for a business improvement project. Best Rate
Mortgages created its Acceptance Plan by listing the detailed criteria for acceptance of each deliverable and then
scheduling a suite of Acceptance Tests throughout the Project Lifecycle. For more information, you can:

Case Study - Create a Communications Plan
This Case Study demonstrates how the Parkland City Council undertook a highly political project, involving the
establishment of a new rate structure for ratepayers. A Communications Plan needed to be created to inform the general
public of the new proposed rate structure and seek detailed feedback prior to project execution. This plan listed the
communications stakeholders, their information requirements and the communications activities required to provide the
right people with the right project information at the right time. For more information, you can:

Case Study - Create a Procurement Plan
This Case Study illustrates how to document a Procurement Plan, based on the description of how it was done for an
EFTPOS card project. By listing the project's purchasing requirements and then scheduling procurement activities, the
national supermarket chain The Grocer was able to define a clear path for purchasing the equipment and services
needed to complete the project. For more information, you can:

Case Study - Define the Tender Process
This Case Study explains the tender process by showing how the Thomson County Council used it to establish a Wind
Farm with 16 new wind turbines for generating power. The Council outsourced this extensive project to a specialist
engineering company first by defining a comprehensive Tender Process and issuing a Request for Information, Request
for Proposal and Supplier Contract. For more information, you can:
View the Risk Plan Template
Learn how to Create an Acceptance Plan
View the Acceptance Plan Template
Learn how to Create a Communications Plan
View the Communications Plan Template
Learn how to Create a Procurement Plan
View the Procurement Plan Template
Page 3of 6 MPMM

Case Study - Issue a Statement of Work
This Case Study provides a detailed Statement of Work for an office relocation project. By using this Statement of Work
to outsource the management of this project to a third party, FreightMe Ltd was able to keep its focus on its core
business and ensure that profits were not unduly affected during the execution of the office move. For more information,
you can:

Case Study - Issue a Request for Information
This Case Study offers a complete Request for Information for a new hospital construction project. To ensure that this
extensive project was undertaken on time and within budget, the Whistle Town City Government needed to outsource it
to a specialist construction company. This case study illustrates how Whistle Town issued a Request for Information to
potential suppliers, to request general company and services information needed to select a supplier shortlist. For more
information, you can:

Case Study - Issue a Request for Proposal
This Case Study provides a completed example of a Request for Proposal for a telecommunications project for a forestry
company. The purpose of the project was to obtain new handheld data devices for field staff to record tree survey
information, replacing the paper-based method they were using. The Request for Proposal allowed Northern Forestry
Group to obtain sufficient information from short listed suppliers to select a supplier shortlist. For more information, you
can:

Learn how to Define the Tender Process
View the Tender Management Process Template
Learn how to Issue a Statement of Work
View the Statement of Work Template
Learn how to Issue a Request for Information
View the Request for Information Template
Learn how to Issue a Request for Proposal
View the Request for Proposal Template
Page 4of 6 MPMM
Case Study - Create a Supplier Contract
This Case Study describes how a large insurance company created a Supplier Contract to manage the third-party
production of its new corporate website. In the contract, YourSurance Ltd detailed the scope of work to be undertaken
by the third-party supplier, the responsibilities of both parties and the terms and conditions for delivery. For more
information, you can:

Case Study - Perform Phase Review
This Case Study explains the Phase Review process, by showing how the Government of Oz performed a Phase Review
for a Business Process Re-Engineering project. The Phase Review involved determining the current progress of the
project against the projected schedule and budget. It listed the deliverables produced to date, as well as the current
project risks, issues and changes to the project. For more information, you can:

Next Steps
Click below to read the following Case Studies and learn how to:

Learn how to Negotiate a Supplier Contract
View the Supplier Contract Template
Learn how to Perform a Phase Review
View the Phase Review Form
Create a Project Plan
Create a Resource Plan
Create a Financial Plan
Create a Quality Plan
Create a Risk Plan
Create an Acceptance Plan
Create a Communications Plan
Create a Procurement Plan
Define the Tender Process
Issue a Statement of Work
Issue a Request for Information
Issue a Request for Proposal
Create a Supplier Contract
Perform Phase Review
Page 5of 6 MPMM

2000 - 2006 Method123 Ltd. All rights reserved

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Project Plan for
Ashman Connected Project
1 Work Breakdown Structure

The purpose of this project is to upgrade the network infrastructure at Ashman S&D within a four-month timeframe. To perform this network
upgrade, we must complete a number of phases, activities and tasks, which will culminate in the production of the project deliverables. These
are the phases, activities and tasks required to complete this project.

1.1 Phases

This project will consist of four phases: Initiation, Planning, Execution and Closure.

Create a Project Plan
Reported by: Ken Jackson
Ashman S&D is a small, successful sales and distribution company that provides a range of
kitchenware products to retail stores - from frying pans, plates and glasses to juice mixers and
coffee machines. The company imports its products from all over the world and stores them at its
central warehouse, ready for distribution.

Recently, Ashman has grown its distribution business by setting up mini-store locations
throughout the country. Each mini-store holds small quantities of commonly-ordered products so
that Ashman customers can view, order and receive goods locally without having to order from a
catalog or travel to the central warehouse.

To ensure that administrative staff in Ashman's five mini-stores can communicate effectively with
the head office, the decision has been made to upgrade the company's outdated and inadequate
computer network. This upgrade will enable the entire staff (30 people at the head office and 40 in
the mini-stores) to communicate via email, use the Internet and most important, to access key
head office applications such as the Finance and Payroll systems. Ashman S&D has decided to
create a formal project to perform this upgrade, involving the delivery of new computer servers,
communications hardware and operating systems for a brand new IT infrastructure across the
organization, within four months of project initiation.

Case Study Profile
Project Name: Ashman
Connected
Project
Organization:
Ashman S&D
Project Manager: Ken Jackson
Project Activity: Create a Project
Plan
This Case Study describes the Project
Plan used within this project. The
project, people and organizations
described are purely fictional.
As Ashman does not have its own IT team, it has decided to outsource this network upgrade project to CNS (Computing Network Solutions).
Being a senior manager here at CNS, I have been assigned the role of Project Manager for this project. After completing a Feasibility Study,
defining the Project Charter, appointing my project team, setting up a Project Office, and gaining Project Board approval to begin planning, I
was ready to create a detailed Project Plan.

What follows is the Project Plan I created for this project. It describes the breakdown of phases, activities and tasks, the milestones, effort
and schedule required to undertake this project successfully.
Phase Title Phase Description Phase Sequence
Initiation Start up the project by documenting a Business Case, undertaking a Feasibility Study, establishing
the Project Charter, appointing the project team and creating a Project Office.
Note: All of these steps have been completed.
1
Planning Create detailed project plans for the management of activities, resources, finances, risks, deliverable
quality, communications and customer acceptance of deliverables.
2
Execution Perform the actual steps required to upgrade the Ashman S&D computer network. These steps
include procuring and building the hardware, installing the operating systems, constructing the
communications equipment, testing the network and releasing it to users.
3
Closure Following the release of the network to users, take the steps to hand over the network to a support
company, reallocate project staff, close the Project Office and inform stakeholders of the closure of
the project. Ashman S&D will complete an independent review of the project's success and in
conjunction with CNS, identify any lessons learned for future projects.
4
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1.2 Activities

Within each phase, a suite of activities are required to produce each project deliverable. The following table lists all of the project activities to
be completed throughout the Project Lifecycle. Note: The Initiation activities have not been described here, as they are already 100%
complete.

1.3 Tasks

Each of these activities requires completion of a broad suite of tasks. The following table lists all the project tasks to be undertaken during the
Project Lifecycle. Note: Initiation tasks have not been described here in detail, as they are already 100% complete.

Phase Title Activity Title Activity Description Activity Sequence
Planning Create Project
Plans
Create each of the detailed plans required to schedule the tasks, staff,
resources, suppliers, expenditure and communications within the project.
1
Perform Phase
Review
Review the project to determine whether all the required activities have been
completed and the project is now ready to progress to the Execution phase.
2
Execution Design Network Undertake a detailed site audit and then design in detail the new network
infrastructure.
3
Build Hardware Procure and install the equipment required to create Mail, File and Application
servers.
4
Configure
Hardware
Customize each of the new servers for the users' particular environment. 5
Install
Communications
Procure, install and customize the communications equipment required to
transport data between the servers and users' PCs.
6
Install Applications Install the existing business applications - Financial, Payroll and other
business applications specified in the Network Design document - on the new
servers.
7
Install Clients Install and configure the communications software on each PC, to enable
users to access Ashland's central business applications (e.g. Payroll).
8
"Go Live" Test the new network, ensuring that applications function correctly, users can
access applications, mail and Internet features, and that network performance
and reliability is satisfactory. Then migrate the live data on the old network to
the new network, and make the new network available to users.
9
Perform Phase
Review
Review the project to determine whether all the required activities have been
completed and the project is now ready to progress to the Closure phase.
10
Closure Hand Over to
Network Support
Transfer the responsibility for maintaining and supporting the network to the
network support company selected by Ashman S&D.
11
Perform Project
Closure
Formally close the project: re-allocate project staff, close the Project Office
and inform stakeholders of project closure.
12
Activity Task Title Task Description Task Sequence
Create Project
Plans
Create Project Plan Define the Work Breakdown Structure of phases, activities and tasks
required to deliver the project.
1
Create Quality Plan Identify the quality targets to be met. List the Quality Assurance and Quality
Control techniques required to ensure that the Quality Targets are achieved.
2
Create Risk Plan List each of the project risks and put in place a plan of actions to avoid,
transfer or mitigate those risks.
3
Create Acceptance
Plan
To ensure that Ashman S&D is satisfied with the deliverables produced by
the project, list the criteria for accepting each deliverable, along with a set
of reviews to test that these criteria have been met.
4
Create
Communications
List the communications events required to ensure that all project
stakeholders are kept regularly informed of the current status and progress
5
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Plan of the project.
Perform Phase
Review
Perform Phase
Review
The Project Manager will perform a phase review to ensure that all tasks
have been completed to date and that the project is ready to proceed to the
next phase.
6
Design Network Perform Site Audit Audit the sites of the five mini-stores and the head office, to ensure that all
locations are prepared for network installation; e.g., there is sufficient
space, power supply and security in place.
7
Create Network
Design
With a clear understanding of Ashman's networking requirements, create a
detailed architectural design of the new computer network.
8
Build Hardware Procure Server
Equipment
Procure the server equipment required to operate the network core. 9
Build Mail Server Upon delivery of the server equipment, immediately build the mail server to
store and route all mail to and from user accounts over a secure
communication line.
10
Build File Server Next, build the file server to act as the central store of all documents,
images and data to be accessed by users and applications.
11
Build Application
Server
Finally, build the application server to hold all core business applications -
the finance system, the payroll system and other core business application
systems - and store all core application data.
12
Configure
Hardware
Configure Mail
Server
Configure the mail server according to the design documentation based on
Ashman's requirements.
13
Configure File
Server
Configure the file server according to the design documentation based on
Ashman's requirements.
14
Configure
Applications Server
Configure the application server according to the design documentation
based on Ashman's requirements.
15
Install
Communications
Procure
Communications
Equipment
Order the communications hardware and software required for this project
when ordering the server equipment.
16
Install
Communications
Equipment
Install and configure communications hardware and software (e.g. routers,
hubs, racks, cabling, firewall, switches and UPS) to be ready for use. This
equipment will enable the central servers to communicate with user PCs and
the Internet through a security firewall.
17
Install Applications Install Finance
Application
Install all business applications on the application servers to prepare for the
transition to the new system. Install the Finance application first.
18
Install Payroll
Application
Install the Payroll system onto the application server. 19
Install Other
Applications
Install each additional business application (e.g. HR and Customer
Relationship Management systems) onto the application server.
20
Install Clients Install and
Configure User PCs
With the servers, applications and communications infrastructure installed
and configured, build the users' environment. Install the communications
technologies required to enable users to access the central servers as well
as the Internet.
21
Install and
Configure
Peripherals
Install and customize all required computer peripherals (e.g. printers,
scanners, and modems) to be ready for "Go Live."
22
"Go Live" Perform Final
Testing
With everything installed and configured, test the entire system to ensure
that we have a live operational network. Perform end-to-end performance
and reliability testing across the network, testing the functionality of the
business applications, the accuracy of application data and the overall
performance of the new network.
23
Migrate Data to
New Platform
Finally, migrate (i.e. transition) the live data from the existing network to
the new network and make the new network "Live" to users. While access to
the old network is blocked, the possibility of accessing it must be retained
for two months in case the new network fails.
24
Perform Phase
Review
Perform Phase
Review
When users have made the transition to the new network and it is operating
at expected performance levels, review the project to ensure that all tasks
25
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1.4 Milestones

The key milestones to be achieved by this project are listed in the following table:

1.5 Effort

The amount of effort required to undertake this project is as follows:

have been completed and the project is ready for closure.
Hand Over to
Network Support
Hand Over to
Network Support
Prepare to hand over responsibility for network maintenance and support to
the company selected by Ashman S&D. While Ashman has not yet chosen
the service provider, and there is a possibility that CNS may win the support
contract, we must plan for the handover to cover every eventuality.
26
Perform Project
Closure
Reallocate Project
Staff
With network support responsibility handed over by the project team,
release staff and resources from this project. Reallocate CNS staff to
alternative projects in the CNS business.
27
Close the Project
Office
Formally close the Project Office, storing project files, releasing project
equipment (such as test servers) and materials.
28
Communicate
Closure
Communicate to all project stakeholders that the network upgrade is now
complete and that the project has been formally closed.
29
Milestone Title Milestone Description Milestone Date
Project Planning
Complete
The project has been adequately planned and is ready to enter the Execution phase. January 16
Network Design Complete The site audits have been carried out and all network architectural design documentation
completed.
January 23
Server Hardware Built The mail, file and application servers have been procured and installed. February 8
Server Hardware
Configured
The mail, file and application servers have been configured. February 10
Communications Installed The communications equipment (e.g. routers, hubs, racks, cabling, firewall, switches and
UPS) has been procured and installed.
February 9
Applications Installed The business applications used by Ashman S&D have been installed on the new network
platform and are fully functional.
February 13
Clients Installed User PCs have been configured for the new network, and users are ready to access the
network and the internet.
February 16
Final Network Testing
Complete
The entire network solution has been thoroughly tested and is ready to "Go Live." February 21
New Network "Live" The new network is live and existing users are using the network to access applications,
send mail, access documents and store data.
February 24
Project has been closed The project has been closed: staff have been released, the Project Office wound down and
the project closure communicated to stakeholders.
March 8
Task Title Resource Effort
Create Project Plan Project Manager 2 days
Create Quality Plan Project Manager 2 days
Create Risk Plan Project Manager 2 days
Create Acceptance Plan Project Manager 2 days
Create Communications Plan Project Manager 2 days
Perform Phase Review Project Manager 1 day
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2 Project Plan

2.1 Schedule

The phases, activities and tasks described in this Project Plan are represented in the following project schedule. This Schedule identifies the
sequencing of tasks and the dependencies between those tasks within this project.

Perform Site Audit Network Engineer 2 days
Create Network Design Network Architect 3 days
Procure Server Equipment Procurement Manager 2 days
Build Mail Server Network Engineer 2 days
Build File Server Network Engineer 2 days
Build Application Server Network Engineer 2 days
Configure Mail Server Network Engineer 2 days
Configure File Server Network Engineer 2 days
Configure Application Server Network Engineer 2 days
Procure Communications Equipment Procurement Manager 2 days
Install Communications Equipment Network Engineer 3 days
Install Finance Application Network Engineer 3 days
Install Payroll Application Network Engineer 3 days
Install Other Applications Network Engineer 3 days
Install and Configure User PCs Network Engineer 3 days
Install and Configure Peripherals Network Engineer 3 days
Perform Final Testing Network Engineer 3 days
Migrate Data to New Platform Network Engineer 3 days
Perform Phase Review Project Manager 1 day
Hand Over to Network Support Project Manager 1 day
Reallocate Project Staff Project Manager 1 day
Close the Project Office Project Manager 1 day
Communicate Closure Project Manager 1 day
Other Management Tasks Project Manager 15 days
Total Project Effort 76 days
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2.2 Dependencies

The key dependencies listed in the Schedule are explained further in the table below:

For instance, the "Build Hardware" activity depends on the "Design Network" activity, in that "Design Network" must finish before "Build
Hardware" can start.

Activity Title Depends on Dependency Type
Build Hardware Design Network Finish-to-Start
Install Communications Design Network Finish-to-Start
Configure Hardware Build Hardware Finish-to-Start
Install Applications Build Hardware Finish-to-Start
Install Clients Install Applications Finish-to-Start
Go Live Design Network Finish-to-Start
Build Hardware Finish-to-Start
Configure Hardware Finish-to-Start
Install Communications Finish-to-Start
Install Applications Finish-to-Start
Install Clients Finish-to-Start
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2.3 Assumptions

In documenting this Project Plan, we have made the following assumptions:

2.4 Constraints

The following constraints have been identified while documenting this Project Plan:

3 Appendix

The following documents are attached to this Project Plan:


The hardware will be available as required.
The Ashman S&D network will remain unchanged throughout the project period.
Ashman S&D will have selected a supplier to support the new network, by the end of the project.
The existing business applications will install easily in the new network environment.
The scope of this project will remain unchanged throughout the project.
The new network must be designed, installed, configured and released live without impacting the existing network or networked users.
The "Go Live" date must be on a weekend and in the middle of the month (to ensure that payroll and monthly accounting processes are
not affected).
The new hardware must be compatible with existing business applications, such as the Finance and Payroll systems.
A detailed Project Schedule listing all project sub-tasks, resources allocated and finances required
Supporting project documentation (Business Case, Feasibility Study, Project Charter)
Existing network design documentation
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Resource Plan for
Hot Network Upgrade Project
1 Resource Listing

To successfully deliver this telecommunications project, it is critical that we use the right resources, with the right skills
at the right time. This Resource Plan not only itemizes the resources required, it also provides a schedule of resource
utilization throughout the Project Lifecycle.

1.1 Labor

An extensive amount of expertise is required to install the three telecommunications monopoles that transmit the Radio
Frequency required to implement this new wireless network. The following table lists the key roles and the skills and
expertise we will need:

Create a Resource Plan
Reported by: Thomas Evans
Manta Metropolitan is a telecommunications services company, providing
customers with cutting-edge telecommunications technology. With 18 years
of expertise, the company designs and installs customized solutions using
wireless, broadband, voice and telephony telecommunications technologies.
Manta's technical offering includes everything from frame relay, DSL, ADSL
and HDSL to Video-on-Demand and Voice-over-IP, using coaxial, fiber optic
and hybrid cabling systems.

Despite our broad experience and technical expertise, our real passion is
upgrading telecommunication networks to allow more users to access the
Internet faster and less expensively than before. One of our most recent
projects was the implementation of a new wireless network with increased
data capacity in the largest metropolitan area in our state. By installing
three new telecommunications "monopoles", we were able to deliver wireless
Internet communications to thousands of new individual and corporate
cellular customers, with plenty of room to grow in the years ahead.

This highly complex and challenging project involved coordinating the
delivery of a wide range of equipment and materials, to enable us to provide
high-speed Internet connections at 150 designated "wireless hotspots"
throughout the metropolitan area. It was clear to Manta's Board of Directors
from the beginning that this job had to be done in the context of a formal
project. The Board assigned me to be Project Manager, since I had previous
metropolitan telecommunications experience.

Case Study Profile
Project Name: Hot Network
Upgrade Project
Project
Organization:
Manta
Metropolitan
Project Manager: Thomas Evans
Project Activity: Create a Resource
Plan
This Case Study describes the
Resource Plan used within this project.
The project, people and organizations
As the Project Manager, I was responsible for planning this project in detail. After creating a Project Plan, my next task
was to create the following Resource Plan that would describe the labor, equipment and materials needed to
successfully complete the project.

Role No. Responsibilities Skills
Start
Date
End
Date
Page 1of 5 MPMM

1.2 Equipment

We will require a wide variety of equipment with which to construct the three telecommunications monopoles. The
following table lists the key items of equipment this project will require:

Design
Engineer
1 Create an engineering design for the new
wireless network, and design the construction
for the three monopole locations and
associated infrastructures.
Wireless network design and
structural design skills
Jan 1 Mar 30
Site Surveyors 3 Survey each site and confirm that they are an
optimum location for the construction of the
required monopoles.
Qualified Surveyors, able to
undertake general site
surveying related to radio
paths
Feb 1 Feb 28
Procurement
Manager
1 Procure all of the materials and equipment
required to construct the monopoles and
associated infrastructures.
Supply chain management
and negotiation skills
Feb 1 May
31
Construction
Technicians
5 Construct the three monopoles, and install
the antennas and feeders in a safe and
efficient manner.
Knowledge of monopole
construction processes
including Gin Pole and crane
installations
Mar 1 May
31
Wireless
Technicians
3 Install wireless equipment on the newly
established sites to enable network
commissioning.
Installation of wireless
communications equipment
and technologies
Apr 1 Jun 30
Cable
Technicians
3 Install telecommunication cables to each
monopole site to provide the network
connection.
Cable laying and jointing
experience in a CBD area
Mar 1 Apr 30
Item Amount Purpose Specification
Start
Date
End
Date
Antenna, TX UHF 9 Transmit and receive the
Wireless Networks data
flow on the designed
frequencies
A panel antenna which is pole mounted
and designed for a 120 coverage with
high gain.
Mar 1 Apr 30
Feeder Earths 40 Redirect any electrical
activity away from the
equipment, e.g. lighting
or power contacts
A grounding kit to earth the antenna's
outer conductor coaxial lead-in cables
Mar 1 Apr 30
Equipment
Cabinet
3 Secure housing for all
equipment in various
locations
A lockable, heavy gauge steel, floor or
wall mounted cabinet with knock-out
holes for cable entrance and conduit
connection, with ventilation ports and
quiet fan
Mar 1 Apr 30
AC Power Line
Surge Protector
and Filter
3 Balance power and
reduce or eliminate
damage from any power
surges
Must provide instantaneous regulation of
the AC input voltage and isolate and filter
any noise present on the AC input line
Mar 1 Apr 30
Broadband
Amplifier
9 Boost the transmission Can accept individual UHF antenna inputs
with gain and/or slop controls for each
band.
Apr 1 May
30
Page 2of 5 MPMM

The project also requires software for frequency planning, test equipment for field measurements, and survey equipment
such as a hand-held GPS.

1.3 Materials

2 Resource Plan

2.1 Schedule

The following Resource Schedule provides a breakdown of the quantity of each type of resource required to undertake
this telecommunications project.

Transmitters 3 Transmit Wireless
Networks data flow
Tuned to the designed frequencies Apr 1 May
30
Receivers 3 Receive Wireless
Networks data flow
Tuned to the designed frequencies Apr 1 May
30
RF Modulator 18 Balance the transmission
from various locations
Cabinet-mounted Apr 1 May
30
Item Quantity Start Date End Date
Concrete Monopoles 3 March 1 April 30
Conduit 800 m March 1 April 30
7/8" Coaxial Cable 700 m March 1 April 30
7/8" Cable Hangers 800 March 1 April 30
Galvanized steel strap 50 mm x 6 mm 580 m March 1 April 30
Coaxial Cable Connectors 40 April 1 June 30
RF Connectors 300 April 1 June 30
BNC Type Connectors 400 April 1 June 30
Ethernet Adaptors 11 April 1 June 30
Month
Resource Type Jan Feb Mar Apr May Jun
Labor
Design engineer 1 1 1
Site surveyors 3
Procurement Manager 1 1 1 1
Construction technicians 5 5 5
Broadband wireless technicians 3 3 3
Cable Technicians 3 3
Page 3of 5 MPMM

2.2 Assumptions

In devising this Resource Plan, we have assumed that:

2.3 Constraints

In devising this Resource Plan, we have identified the following constraints:

Testing specialist 1
Equipment
Antenna, UHF 3 6
Feeder Earths 6 12
Equipment Cabinet 1 2
AC Power Line Surge Protector and Filter 1 2
Broadband Amplifier 1 2
Transmitter 1 2
Receiver 1 2
RF Modulator 2 2
Materials
Concrete Monopoles 2 1
Conduit 400 400
7/8' Coaxial Cable 300 400
7/8" Cable Hangers 400 400
Galvanized steel strap 50mm x 6mm 300 280
Coaxial Cable connectors 30 10
RF Connectors 150 100 50
BNC Type connectors 150 100 50
Ethernet Adaptors 3 6 2
There will be no delay to the provision of the approved project funding
No major technological innovations will be announced during the Project Lifecycle that will supersede the selected
equipment
No industrial action will impact delivery
The resources listed will be available on request
The project is constrained by the lead times involved in procuring the specified resources
Obtaining the exact resources listed above is critical to this project. No other alternatives are available.
All of the resources listed above must be made available as required. No contingency is provided.
Page 4of 5 MPMM
3 Appendix


Business Case, Feasibility Study, Project Charter, Project Plan
Organizational HR policies, guidelines and procedures
Job Descriptions for project roles
CVs (Curricula Vitae) for project staff
Design Specification documentation
Page 5of 5 MPMM

Financial Plan for
CMS Upgrade Project
1 Financial Expenses

This project was initiated in February of this year, to provide Sixth Bank with a leading edge Customer Management
System (CMS). The CMS will need to support over 2500 users throughout 75 branches across the country. This Financial
Plan itemizes the expenditure required to successfully undertake this project within an eight-month timeframe. The
Create a Financial Plan
Reported by: Laura Thomas
By offering a wide range of personalized retail, commercial and rural banking
services, Sixth Bank has established a brand for exceptional customer service.
While its competitors push customers towards Internet and telephone banking as
well as ATMs, Sixth Bank counters this trend by attracting customers into its local
branches to conduct banking business with personal banking officers.

The reason for this approach is simple: It costs five times more to acquire a new
customer than to retain an existing one. By adding personalized service the bank
boosts customer retention, and therefore improves its profit margins. Until now,
the bank has provided a high level of customer service by completing branch
transactions quickly and easily. This was made possible through the
implementation of a Customer Management System (CMS) seven years ago,
which allows banking officers to immediately access customer records on
demand. However over the past five years, most of Sixth Bank's competitors
have adopted similar CMS systems and as a result, the bank's competitive
advantage in the market is beginning to weaken.

To regain its competitive advantage, Sixth Bank has decided to upgrade its CMS
by implementing a leading-edge technology that enables personal banking
officers in branches to offer new services to customers. Whenever a banking
officer accesses a customer's account to perform his or her banking transaction,
the officer will immediately see a trend analysis for that customer's account. With
this trend analysis the officer will be able to evaluate the customer's usage of
banking services and offer the customer new services "on the spot," potentially
strengthening his or her relationship with the bank with each bank visit. For
instance, by viewing the CMS trend analysis, the banking officer may see that the
customer could benefit from:

Case Study Profile
Project Name: CMS Upgrade
Project
Organization:
Sixth Bank
Project Manager: Laura Thomas
Project Activity: Create a
Financial Plan
Financial Plan used within this
project. The project, people and
organizations described are
purely fictional.

Because of the immediate need to address this issue and its potential impact on the bank's business, the bank has
established a new project to identify, purchase, install and customize the new Customer Management System. As the
Project Manager, I have brought together a team of skilled banking specialists to begin the detailed planning phase of
this project. After completing the Project Plan and Resource Plan, I decided that I needed a detailed understanding of
the expense involved in undertaking this project. I have documented the following Financial Plan, which was the
presented to the Project Board for implementation.

An overdraft facility on his or her account
A new credit card or an increased limit for an existing credit card
A new an "interest-bearing" savings account
Other new banking services appropriate
Page 1of 7 MPMM
following section lists the major types of expenses involved.

1.1 Labor

For this project Sixth Bank will purchase a new CMS from an external supplier, who will install and customize the system
in the Sixth Bank business environment. While the supplier will provide us with their consulting expertise to install and
configure the CMS platform, we will need to make the following human resources available for the project as well. Note:
Each person's hourly rate is based on his or her salary package and has been calculated per hour dedicated to this
project.

1.2 Equipment

The project team is responsible for sourcing the equipment needed to successfully deliver this project. The following new
equipment will be needed to implement and support the solution.

Role
Unit Cost
(US $ / Hour)
CMS Project Office Team - Project Manager $80
CMS Project Office Team - Project Office Manager $40
CMS Project Office Team - Project Administrator $25
CMS Project Office Team - Quality Reviewer $60
CMS Acquisitions Team - Team Leader $60
CMS Acquisitions Team - Tender Administrator $40
CMS Acquisitions Team - Contract Administrator $35
CMS Installation Team - Team Leader $60
CMS Installation Team - Systems Architect $70
CMS Installation Team - Systems Programmer $60
CMS Installation Team - Database Administrator $40
CMS Training & Support Team - Team Leader $50
CMS Training & Support Team - Systems Trainer $40
CMS Training & Support Team - IT Support Analyst $40
Equipment
Unit Cost
(US $ / Hour)
Application Server to host the new CMS application $15,000
Database Server to host the new CMS database $15,000
Communications equipment $6,500
Backup & power supply equipment $7,500
Operational support software $2,800
One CMS laser printer per branch (75 branches) $550
One CMS Administration PC per branch (75 branches) $750
Page 2of 7 MPMM

1.3 Suppliers

We will need to procure the actual CMS solution and consulting expertise from an external supplier. The supplier will be
responsible for delivering, installing and configuring the CMS solution to meet Sixth Bank's requirements. The following
table lists the general items we will need to procure from an external supplier and their unit costs.

1.4 Administration

The project will consume expenditure for administrative items as summarized in the following table:

1.5 Other

The following miscellaneous expenses will accrue during this project:

Procurement Item
Unit Cost
(US $ / Unit)
The new CMS solution which meets all Sixth Bank's requirements $250,000
CMS consulting services needed to install and configure the solution $125 / hour
CMS support services for the first six months of operation $25,000
CMS Documentation to help banking officers use the solution $2,500
CMS Training Courses for users $4,500 / course
Administrative Item
Unit Cost
(US $ / Month)
Project Office - Lease of office space $4,500
Project Office - Rental of general equipment (PC, laptops, phones) $3,780
Project Office - Rental of office equipment (photocopiers, faxes) $3,250
Project Office - Rental of office furniture (tables, desks, chairs) $1,800
Project Office - Office consumables (printing paper, stationery) $750
Project Office - Communications services (mobile and land line) $1,200
Project Office - Other services (power, water) $250
Other Expense Item
Unit Cost
(US $ / Month)
Broadband Internet Access $100
Entertainment Expenses $350
Miscellaneous Expenses $450
Page 3of 7 MPMM
2 Financial Plan

2.1 Schedule

Based on the unit costs listed above, the following Financial Schedule provides a breakdown of total monthly expenses
budgeted within the Project Lifecycle. In total, the project will require an approved budget of $1,134,510 USD to
successfully produce the required deliverables.

Month
Expense Type Feb Mar Apr May Jun Jul Aug Sep
Labor
Project Manager $12,800 $12,800 $12,800 $12,800 $12,800 $12,800 $12,800 $12,800
Project Office Manager $6,400
Project Administrator $4,000 $4,000 $4,000 $4,000 $4,000 $4,000 $4,000
Quality Reviewer $9,600 $9,600 $9,600 $9,600 $9,600 $9,600 $9,600
Team Leader (3) $28,800 $28,800 $28,800 $28,800 $28,800 $28,800 $28,800
Tender Administrator $6,400 $6,400 $6,400
Contract Administrator $5,600 $5,600 $5,600 $5,600 $5,600 $5,600 $5,600
Systems Architect $9,600 $9,600 $9,600 $9,600 $9,600 $9,600
Systems Programmer $11,200 $11,200 $11,200 $11,200 $11,200
Database Administrator $8,000 $8,000 $8,000 $8,000 $8,000
Systems Trainer $6,400 $6,400
IT Support Analyst $8,000 $8,000
Total $12,800 $73,600 $76,800 $96,000 $89,600 $89,600 $104,000 $104,000
Equipment
Application Server $15,000
Database Server $15,000
Communications
Equipment
$6,500
Backup & Power Supply
Equipment
$7,500
Operational Support
Software
$2,800
Laser Printers (75) $41,250
Administration PCs (75) $56,250
Total $36,500 $10,300 $97,500
Suppliers
The new CMS solution $250,000
Page 4of 7 MPMM

2.2 Assumptions

This Financial Plan is based on the following assumptions:

2.3 Constraints

The following constraints were identified whilst comprising this Financial Plan:
CMS Consulting
Services
$20,000 $20,000 $20,000 $20,000 $20,000 $10,000
CMS Support Services $25,000
CMS Documentation $2,500
CMS Training Courses $4,500 $4,500
Total $20,000 $20,000 $270,000 $20,000 $24,500 $42,000
Administration
Lease of Office Space $4,500 $4,500 $4,500 $4,500 $4,500 $4,500 $4,500
Rental of General
Equipment
$3,780 $3,780 $3,780 $3,780 $3,780 $3,780 $3,780
Rental of Office
Equipment
$3,250 $3,250 $3,250 $3,250 $3,250 $3,250 $3,250
Rental of Office
Furniture
$1,800 $1,800 $1,800 $1,800 $1,800 $1,800 $1,800
Office Consumables $750 $750 $750 $750 $750 $750 $750
Communications
Services
$1,200 $1,200 $1,200 $1,200 $1,200 $1,200 $1,200
Other Services $250 $250 $250 $250 $250 $250 $250
Total $15,530 $15,530 $15,530 $15,530 $15,530 $15,530 $15,530
Other
Broadband Internet
Access
$100 $100 $100 $100 $100 $100 $100 $100
Entertainment Expenses $350 $350 $350 $350 $350 $350 $350 $350
Miscellaneous Expenses $450 $450 $450 $450 $450 $450 $450 $450
Total $900 $900 $900 $900 $900 $900 $900 $900
Sub Total $12,800 $89,130 $112,330 $131,530 $411,630 $135,430 $241,530 $161,530
Grand Total $1,295,910
Per-unit costs will not change during the Project Lifecycle.
The CMS solution can be procured for $250,000 in total.
Consulting services can be procured for $125/hour or less.
All the resources required to undertake this project have been identified above.
The project scope remains fixed throughout the Project Lifecycle.
Page 5of 7 MPMM

3 Financial Process

3.1 Activities

To ensure that expenses are carefully managed throughout this project, we will implement the following Cost
Management Processes:

3.2 Roles

The following roles will be responsible for implementing Cost Management on this project:

All Project Staff will be responsible for:

The Project Administrator will be responsible for:

The Project Manager will be responsible for:

The budget only allows for one new Printer and one new Administration PC per branch.
While most unit costs are based on detailed research, some are an educated guess based on the information at hand.
The project team may have to consider leasing the CMS solution, if the capital budget required to purchase it outright
is not available when required.
All project expenses will be recorded using Expense Forms.
Each Expense Form will be sent to the Project Manager before the expense is incurred.
The Project Manager will review all Expense Forms to determine whether the expense is reasonable, budgeted and
associated with a valid project activity or task.
Only the Project Manager may approve project expenses and supplier payments.
The details of each Expense Form will be recorded in an Expense Register.
The Expense Register will summarize the amount, type, approval status and payment status for each expense
incurred during the Project Lifecycle.
The Project Plan will be updated weekly with information from the Expense Register, to keep the Project Manager
current on the overall project expense.
Identifying expenses on the project and completing Expense Forms when required
Forwarding Expense Forms to the Project Administrator
Raising risks, issues or changes related to expenses when required
Receiving staff Expense Forms, checking their completeness and forwarding them (in weekly batches) to the Project
Manager for approval
Making payment of expenses, once the relevant Expense Form is approved
Updating the Expense Register
Updating the Project Plan with summarized Expense Register information
Providing the Project Manager with a weekly budget status report
Page 6of 7 MPMM

3.3 Documents

The following documents will be used to implement this process:

Expense Form

The Expense Form will record the amount, type and reason for any project expense.

Expense Register

The Expense Register will log the details relating to each expense and calculate the total cost of the project.

4 Appendix

The following documentation provides further information relating to this CMS Upgrade Project Financial Plan:


Reviewing and approving all Expense Forms prior to payment
Monitoring the progress of project expenditure against budget and take action as required
Resolving all identified expense-related issues
Detailed Cost Management Process
Expense Forms and Expense Registers
Business Case, Project Charter, Project Plan, Resource Plan
Sixth Bank Finance Policy & Guidelines
Page 7of 7 MPMM

Quality Plan for
Bushfield/Clinton Throughway Project
1 Quality Targets

TechTar has taken on responsibility for the upgrade of the Bushfield Road/Clinton Avenue roadway, which is to
commence within six weeks' time. This roadway will include new feeder roads, widened road surfacing and the
replacement of the existing 15-kilometer road surface. This will allow for a 200% increase in traffic volumes and an
increase in current average traffic speeds by up to 30%. To ensure that this project meets the requirements of the
Kennedy County Council, we have created this comprehensive Quality Plan.

The following table lists the specific quality targets to be achieved by the Project team:

Create a Quality Plan
Reported by: David Walker
Over the past five years, the Kennedy County Council has recorded a
dramatic increase in road traffic volumes near newly established
housing developments. Of particular note was the route between
Bushfield Road and Clinton Avenue, where average traffic volumes were
recently recorded at record levels. Not only has the flow of traffic
slowed along this particular route, but also the increased traffic volume
has placed the road under extreme stress.

The Traffic Services department of the Kennedy County Council has
therefore decided to upgrade the Bushfield Road / Clinton Avenue
arterial route by widening the road, upgrading its surface and
constructing new feeder roads onto and off of this central roadway. This
extensive engineering and construction project must be completed
within 12 months (to accommodate forecast traffic volumes) and the
majority of work must be performed between 7 pm and 6 am to ensure
that the public traffic is not unduly affected.

The highway construction firm "TechTar Roads Ltd" has been contracted
by the council to complete this project, and I was assigned as Project
Manager. After producing a detailed Project Plan, I then decided to
document a comprehensive Quality Plan. The purpose of the Quality
Plan is to identify the quality targets we need to achieve to deliver a
successful project. It also specifies the Quality Assurance and Quality
Control measures we will undertake throughout the Project Lifecycle to
achieve them.

I created the following Quality Plan, which was approved by the
Kennedy County Council prior to project execution.

Case Study Profile
Project Name: Bushfield/Clinton
Throughway
Project
Organization:
TechTar Roads Ltd
Project Type: Road Infrastructure
Upgrade
Project Client: Kennedy County
Council
Project Manager: David Walker
Project Activity: Create a Quality Plan
This Case Study describes the Quality Plan
used within this project. The project,
people and organizations described are
purely fictional.
Quality Targets
Requirement Deliverable Quality Criteria Quality Standards
Stage 1:
Prepare Site
Widened roadway
Silt fences to prevent the
New roadway must comply with
Architectural Plans
100% compliance with
Architectural Plans
Page 1of 6 MPMM

2 Quality Plan

To ensure that the Quality Targets specified in this document are achieved, we will implement a suite of Quality
Assurance and Quality Control methods. These methods will enable us to monitor and control the actual quality of the
deliverables produced for this highway project.

2.1 Quality Assurance Plan

The following table lists the methods the Project Manager and Quality Manager will use to assure the quality of
movement of earth from
the construction site to
the live roadway
Debris control structure
to prevent the clogging
of road culverts
New road embankments
along the widened
roadway
Live roadway must be kept free of
construction materials at all times
Existing and new road culverts must
be kept free of debris at all times
New embankments must comply with
Architectural Plans
Zero accidents caused
by unsafe roadway
during project execution
No blockage of existing
culverts during
execution of project
Stage 2:
Install New
Drainage
Effective concrete drainage
systems for:
Storm water drains
Sub-soil drainage
Highway drainage
Drains and sewers must provide
sufficient capacity to deal with severe
storm conditions so that gravity will
conduct water away from the road for
discharge into a natural watercourse
All drainage systems must be created
using cast-in-place concrete
100% of site visits
during and after heavy
downpours show that
drainage is operating
effectively
Satisfactory results from
soil moisture and
density tests using a
nuclear gauge
Stage 3:
Build
Foundations
Well prepared sub-grade
(i.e. road base) providing a
solid foundation for the new
roadway
Foundation must be solid, stable and able
to bear the weight of heavy duty traffic
at forecast traffic volumes
Density tests performed
confirm a satisfactory
stability rating for the new
road base.
Stage 4:
Lay base course
The entire new roadway
repaved with a pre-asphalt
surface
Base course must have been pugmill
mixed and delivered with optimum
moisture levels
Base course passes all
Gradation Tests
Stage 5:
Lay Asphalt and
concrete
Fully finished paved road
surfaces, sidewalks and
curbing
Road marking complete
Roadside landscaping
complete
All construction
materials, rubble and
debris removed from site
Asphalt and concrete surfaces must
meet specified council highway
standards
Road marking must meet specified
council highway standards
Landscaping must meet specified
council highway standards
Site must be clean and tidy
Zero deviation from Council
highway standards
Stage 6:
Implement
Safety
Measures
All roadside safety
mechanisms implemented,
such as guard rails and
pedestrian crossings
Safety mechanisms must meet specified
Council highway standards
Zero deviation from Council
highway standards.
Highway is ready for live
traffic
Page 2of 6 MPMM
deliverables on this project.

2.2 Quality Control Plan

The following table lists the methods to be undertaken by internal team members to monitor and control the actual
quality level of deliverables for this project.
Quality Assurance Plan
Technique Description Frequency
Utilize Skilled
Staff
To ensure that project deliverables are produced to a sufficient level of quality, we
will:
Only recruit and employ suitably skilled staff
Not employ temporary, contracting or graduate staff
Ensure that staff allocated to the project have at least three years experience in
roadside construction
Appoint four Senior Foremen to oversee day-to-day operations
Appoint a fulltime Quality Manager
Throughout
the project
Undertake
Quality
Assurance
Reviews
The Quality Manager will undertake Quality Reviews at the end of the following
stages, to ensure that the project is on track (i.e. on time and within budget) and
has produced deliverables that meet the quality targets specified:
Stage 1: Site prepared
Stage 2: Drainage installed
Stages 3-4: Foundations built and base course laid
Stage 5: Asphalt and concrete laid
Stage 5: Road marked
Stage 6: Roadside Safety Measures installed
On
completion of
activity
Maintain
Standards
The Quality Manager will ensure that all work is performed in accordance with
Kennedy County Council Highway Standards. A complete copy of these standards
will be available in the Project Office. Quality Reviews will determine the level of
compliance with these standards. Any major deviations will be raised to the Project
Manager and Project Board for resolution.
Throughout
the project
Quality Control Plan
Technique Description Frequency
Sample Tests Sample tests will be performed on all materials at the construction site. Foremen will
test the road foundation, base course and surface layers throughout the Project
Lifecycle to measure the quality, grade, weight and density of the surface, using
Proctor and Gradation tests.
Every 30 days
throughout the
project
Embankment
Tests
Regular sample tests will ensure that embankments meet the required quality
targets.
Every 30 days
throughout the
project
Supplier
Checks
Foremen will regularly review their suppliers' inventories to ensure that the storage
and quality of raw materials is satisfactory (e.g. methods for stockpiling raw
materials, controlling moisture and weighing goods prior to delivery to site).
Every 60 days
throughout the
project
Peer Reviews We will also implement the following Peer Review policy: Weekly
throughout the
Page 3of 6 MPMM

2.3 Assumptions

The following assumptions were made while documenting this Quality Plan:

2.4 Constraints

The following constraints were identified while documenting this Quality Plan:

3 Quality Process

Quality Assurance and Quality Control methods will be part of a wider Quality Management Process. This process will
comprise a suite of activities, roles and documents to ensure that the deliverables produced by the project meet the
quality targets set.

3.1 Activities

The following activities will be used to monitor and control the quality level of deliverables for this project:

Each Foreman will be assigned specific project deliverables.
Each Foreman will be partnered with another Foreman for the performance of
peer project evaluations.
Each Foreman will be responsible for performing a weekly review of their peer's
deliverables. If either Foreman identifies a Quality issue, they will raise it with
their peer. Any disputes will be raised with the Project Manager.
The Quality Manager will be responsible for ensuring that this peer review
process is undertaken throughout the project.
project
Phase
Reviews
At the end of each project phase, we will undertake a formal Phase Review. These
reviews will assess the quality of project deliverables to date to determine whether
the project has met all of the required quality criteria and is ready to proceed to the
next phase. The Project Manager will organize each Phase Review and present the
results to the Project Board.
At the end of
each project
phase
The Kennedy County Council Highway Standards will remain unchanged throughout this project.
Skilled staff are available to monitor, control and assure the quality of deliverables as required.
The Architectural Plans drawn for this project are achievable.
All quality reviews must be undertaken after normal business hours, to ensure that traffic is not adversely affected.
There is very little time available on this project for re-work. Each deliverable must be produced to a satisfactory level
the first time and any quality issues must be resolved quickly and efficiently.
The Quality Manager will personally undertake Quality Assurance Reviews, as we do not have time or funds for an
independent quality reviewer.
The Quality Manager will undertake Quality Assurance Reviews to ensure that the project is on track.
Site Foremen will undertake Quality Control Reviews to ensure that all project deliverables meet the quality targets
set.
The results of each quality review will be recorded in a "Quality Register." This log will also record the current status
of each project deliverable and its ability to satisfy the quality targets set.
Page 4of 6 MPMM

3.2 Roles

All staff on the project will be responsible for the production of deliverables that meet quality targets. The following roles
will have key responsibilities for the assurance and control of deliverable quality:

The Foreman will be responsible for:

The Quality Manager will be responsible for:


3.3 Documents

The following quality documentation is to be used during this project:

4 Appendix

The Foremen will make the Project Manager aware of any quality deviations and will implement changes to bring the
quality of the deliverables to the required quality targets.
If a Foreman needs to raise a project change (e.g. to extend the width of the road or to change the construction of an
embankment) to improve the quality of a deliverable, he must request approval of that change from the Project
Manager.
Managing road construction gangs to produce deliverables that meet quality targets
Allowing his assigned "peer" to review his deliverables on a weekly basis
Reviewing his peer's deliverables on a weekly basis
Reporting quality deviations to the Quality Manager
Taking necessary actions to resolve such quality deviations
Undertaking Quality Assurance Reviews to ensure that the project is on track (i.e. on time and within budget) and has
produced deliverables that meet quality targets
Ensuring that all quality assurance and control actions are undertaken as planned
Ensuring that work is undertaken in accordance with the Kennedy County Council Highway Standards
Keeping the Quality Register up-to-date throughout the project
Assisting the Foremen and the Quality Manager with resolution of major quality issues
Approving any changes required to resolve project quality issues
Undertaking Phase Reviews and presenting their results to the Project Board
Quality Review Form. Foremen will use this form to record current quality levels for the project, and to document
any quality deviations and the actions to be taken to resolve them.
Quality Register. The Quality Manager will use this log to record the current quality level of each project
deliverable, along with the results of quality reviews.
Project Plan, Resource Plan
Page 5of 6 MPMM


Kennedy County Council Highway Standards
Architectural, structural, electrical, and mechanical drawings
Sample field test reports and site inspection forms
Change Request Forms and Quality Control charts
Page 6of 6 MPMM

Risk Plan for New Baja Fast Rail Project
Create a Risk Plan
After an independent enquiry into the state of the rail sector, the New State
Government has decided to upgrade the rail network in the local region.
This upgrade will provide local coastal communities with a fast rail service,
enabling more rail users to access the rail network, more frequently and
more cheaply than before. This extensive project will enable an additional
500,000 users to access the rail network per day and it will provide a major
boost to the coastal economy, population, employment and quality of life.

On June 7, the Department of Transportation established a formal project to
undertake this extensive network upgrade, and shortly thereafter I was
appointed Project Manager. The project will result in the:

Reopening of several coastal rail lines
Linking of coastal towns to the metropolitan area
Re-development of the Main Street Station
Upgrade of the existing rail infrastructure
Creation of a new transit link to the airport
Case Study Profile
Project Name: Fast Rail Project
Project
Organization:
State
Government
Project Type: Rail Network
Project Manager: Robert Brown
Project Activity: Create a Risk
Plan
This Case Study describes the Risk Plan
used within this project. The project,
people and organizations described are
purely fictional.
By providing a new fast rail link to coastal areas and upgrading the existing rail infrastructure, the benefits will be
realized:

The first step in this project will be to upgrade the existing rail infrastructure to handle train speeds of at least 160
kilometers per hour. Next, we will upgrade the Main Street Station to accommodate more rail users. We will then
establish the coastal and airport high speed transit links and refurbish and reopen old coastal stations. Not only will
this project allow for faster passenger services, but rolling stock services will also benefit from the new infrastructure.

This three-year engineering project will involve the coordination of a large number of suppliers to construct the
deliverables on time, within budget and to specification. As the overall Project Manager, I initiated this project by
documenting a Business Case, undertaking a Feasibility Study, defining the Project Charter, recruiting a core team of
skilled specialists and creating a Project Office environment. I then created detailed project, resource, financial and
quality plans to provide the project team with a clear and unambiguous direction.

This three-year project was identified as high risk. With many political careers at stake, a multitude of sizeable
deliverables, and very tight timescales, the key to success for this project resided in our ability to effectively manage
the overall level of project risk.

To enlist help with setting out a plan for managing risk, I undertook a suite of Risk Workshops to identify, categorize,
and prioritize risks pertinent to this project. The following Risk Plan summarizes the results of those risk workshops, by
listing the key risks identified and the actions required to resolve them.
Travel times on existing routes will be reduced
More train routes will be available for the public
A larger number of new users will be able to use the rail network
Rail users will have safer, more convenient, comfortable and affordable rail services
The Government will receive a substantial increase in rail patronage
Page 1of 8 MPMM
Report Prepared by: Robert Brown

1 Risk Identification

The Fast Rail Project was initiated on January 15, to upgrade the rail infrastructure and its associated rail assets in our
local region. The successful delivery of this project will mean a fast, comfortable, reliable and more accessible rail
transport service for the local public. Yet, this project is subject to a high level of risk. To ensure that all medium and
high priority risks have been identified up front before we begin the project execution phase, five Risk Workshops were
undertaken with government staff, engineering specialists and rail transport staff. This report documents the risks
identified during these Risk Workshops and schedules the suite of actions needed to avoid, transfer and/or mitigate
them.

1.1 Categories

The following general categories of risk were identified for this Fast Rail Project:

1.2 Risks

The following key risks have been identified under each risk category:

Political
Return on Investment
Delivery Timeframe
Logistical
Planning
Execution
Risk Category Risk Description
Risk
ID
Political A change in government in the upcoming elections leads to a reduction in project
funding, scope or sponsorship
1.1
Changes in Project Board membership during the Project Lifecycle lead to a change in
scope or priorities
1.2
Return on
Investment
Passenger numbers do not meet forecasts, thereby lengthening the time required for a
return on investment
2.1
Unforeseen project costs (such as an increase in loan interest rates, an increase in the
price of raw materials or weakening of U.S. currency) lead to budget over-runs
2.2
Delivery
Timeframe
The overall delivery timeframe is insufficient to produce all of the project deliverables 3.1
The required project delivery dates are brought forward 3.2
There is insufficient time for the project team to make a complete assessment of the
existing rail infrastructure
3.3
Logistical The large numbers of required staff, suppliers, deliverables, equipment and materials
place this project's overall delivery at risk
4.1
There is an insufficient number of skilled resources in the market to undertake this
project
4.2
Suppliers contracted to this project do not produce the required deliverables on time, 4.3
Page 2of 8 MPMM

2 Risk Quantification

Each of these risks identified has been quantified below as to its likelihood and its impact on the project should it occur.

2.1 Likelihood

The following table describes the scoring mechanism used to identify the likelihood of each project risk stated above:

2.2 Impact

The following table describes the scoring mechanism used to identify the impact on the project, should the risk actually
eventuate.
within budget or to the level of specification required
Planning Infrastructure data (describing such assets as rail fixings, sleepers and ballast) is
outdated and inaccurate, making it difficult to know which assets require upgrading
5.1
Planning consents may be denied or may be subject to conditions that increase project
costs
5.2
Land availability issues (such as required access to non-City land) may lead to project
delays
5.3
The recent high rate of train accidents causes the Government to implement new rail
safety rules and procedures, leading to project delays
5.4
The windows of time available in the rail schedule may be insufficient to perform the
work needed to upgrade the infrastructure
5.5
Execution Unanticipated site conditions (such as earth instabilities or prior contamination) lead to
increased construction costs
6.1
Rail Maintenance Teams stage a strike, leading to project delays 6.2
Title Score Description
Very Low 20 The risk is highly unlikely and will be recorded but not monitored.
Low 40 The risk is unlikely but will be monitored throughout the project.
Medium 60 The risk is likely as it is clear that the risk may occur.
High 80 The risk is very likely, based on the circumstances of the project.
Very
High
100 The risk is highly likely, as the circumstances that will cause this risk to occur are also very likely
to occur.
Title Score Description
Very Low 20 The risk will have an insignificant impact on the project.
Low 40 The risk will have a minor impact on the project (<5% deviation in scope, scheduled end-date or
project budget).
Medium 60 The risk will have a measurable impact on the project (5%-10% deviation in scope, scheduled
end-date or project budget).
Page 3of 8 MPMM

2.3 Priority

During the Risk Workshops undertaken, each risk identified was assigned a Likelihood and Impact Score using the
scoring mechanisms listed above. The overall Priority score was calculated as the average of the Likelihood and Impact
scores (i.e. Priority = [Likelihood + Impact] / 2). The following table lists the scores assigned to each risk identified for
this Fast Rail Project).

Color-Code Key

High 80 The risk will have a significant impact on the project (10%-25% deviation in scope, scheduled
end-date or project budget).
Very
High
100 The risk will have a major impact on the project (25%+ deviation in scope, scheduled end-date
or project budget).
Risk ID Likelihood Score Impact Score Priority Score Priority Rating
1.1 80 100 90 Very High
1.2 20 40 30 Low
2.1 80 40 60 Medium
2.2 60 80 70 High
3.1 60 20 40 Low
3.2 60 80 70 High
3.3 60 80 70 High
4.1 80 80 80 High
4.2 20 40 30 Low
4.3 40 80 60 Medium
5.1 80 100 90 Very High
5.2 60 40 50 Medium
5.3 60 80 70 High
5.4 40 60 50 Medium
5.5 80 100 90 Very High
6.1 80 40 60 Medium
6.2 60 80 70 High
Priority
Score Rating Color
0 - 20 Very low White
21 - 40 Low Green
41 - 60 Medium Yellow
Page 4of 8 MPMM

3 Risk Plan

To ensure the success of this Fast Rail Project, we will need to implement a suite of actions to avoid, transfer and/or
mitigate the risks we've identified. This section lists such actions and provides a schedule for their completion.

3.1 Schedule

The following table itemizes the preventative actions to be taken to reduce the likelihood of each risk occurring, as well
as the contingent actions to be taken should the risk actually occur. The person assigned to complete each action is
specified, as well as the dates upon which the action needs to be completed.

61 - 80 High Orange
81 - 100 Very High Red
Risk
Rating
Risk
ID
Preventative
Actions
Action
Resource
Action
Date
Contingent
Actions
Action
Resource
Action
Date
Very
High
1.1 Secure project
sponsorship from
leaders of other political
parties likely to come
into power
Project
Manager
Feb 5 Structure the project
so that the scope can
be reduced without
having to close the
project
Project
Manager
Feb 20
Low 1.2 Approve a mandate to
maintain the project
scope
Project Board Feb 17 Enforce the approved
Project Board
mandate when
required
Project
Sponsor
As
required
Medium 2.1 Assign a marketing
budget to promote the
new route for increased
passenger numbers
Project Leader
for Passenger
Services
Feb 20 Create a contingency
marketing plan to
promote the new
route in the event of
low passenger
numbers
Project Leader
for Passenger
Services
March
31
High 2.2 Fix the price of raw
materials, interest rates
and other costs up front
Project
Procurement
Manager
Feb 15 Obtain contingency
funding of 5% above
contract prices
Project
Sponsor
May 15
Low 3.1 Request an extension in
the overall delivery
timetable
Project
Manager
Feb 7 Allocate 5% of
elapsed time in the
project schedule as
contingency
Project
Manager
Feb 18
Medium 3.2 Request that the
Project Board approve a
high level schedule of
deliverables and
delivery dates, before
project execution
begins
Project
Manager
Mar 7 Prioritize the
deliverables, so that
key items can be
produced within the
required dates
Project
Sponsor
Mar 7
High 3.3 Allocate additional time
to assess the existing
infrastructure
Project
Manager
Mar 7 Utilize the 5% of
elapsed time in the
project schedule,
Project
Manager
As
required
Page 5of 8 MPMM
allocated as
contingency
High 4.1 Recruit a senior team of
leaders for the project,
experienced at
managing such
quantities of resources
Project
Manager & HR
Manager
April 5 Sign backup contracts
for additional
managerial resource
from overseas should
it be needed
Project
Manager & HR
Manager
April 21
Low 4.2 Recruit additional
skilled resource from
overseas markets to
assist with the
completion of this
project
Project HR
Manager
April 15 Sign backup contracts
for the supply of
skilled resource from
overseas should it be
needed
Project HR
Manager
April 21
Medium 4.3 Negotiate formal
contracts with all
project suppliers, to
include penalties for
non-delivery
Project
Procurement
Manager
May 2 Sign backup contracts
with alternative
suppliers, in case a
preferred supplier fails
to perform
Project
Procurement
Manager
May 15
Very
High
5.1 Allocate time in the
project schedule for the
review of all rail assets
Project Asset
Manager
Mar 7 Obtain asset
information from Rail
Maintenance
Companies
Project Asset
Manager
Mar 20
Medium 5.2 Fully research the
planning consent
process to identify
requirements and
initiate the consent
process early
Project
Manager
Mar 15 Allocate additional
funds in the budget to
gain consent for site
works
Project
Manager
Mar 7
High 5.3 Investigate land
ownership and develop
expropriation packages
Project
Planning
Manager
June 5 Identify alternative
routes in case it is
impossible to acquire
the land needed
Project
Planning
Manager
June 30
Medium 5.4 Ensure that all existing
safety regulations are
adhered to. Appoint a
full-time Safety Advisor
Project Safety
Advisor
July 17 Implement
compliance actions
immediately to
prevent project delay
Project Safety
Advisor
As
required
Very
High
5.5 Request increased route
capacity at peak times.
Communicate route
interruptions well in
advance
Project
Logistics
Manager
Aug 1 Implement disruption
management
procedures (e.g.
alternative road
transport and ticket
refunds in the event
of a disruption to
service)
Project
Logistics
Manager
As
required
Medium 6.1 Conduct geological
surveys well ahead of
construction
Project Site
Works
Manager
May 21 Identify alternative
routes in case land
along the planned
route is not suitable
Project
Planning
Manager
Aug 15
High 6.2 Resolve Rail
Maintenance Team
issues ahead of
potential strike action
Project
Logistics
Manager
June 1 Take legal action
where necessary
Project
Logistics
Manager
Aug 1
Page 6of 8 MPMM

3.2 Assumptions

This Risk Plan makes the following key assumptions:

3.3 Constraints

During the creation of this Risk Plan, the following key constraints were identified:

4 Risk Process

In addition to the risks identified by this document, new risks may arise during the Project Lifecycle. The following
activities, roles and documents describe how each new risk will be managed, to ensure that it has a minimal impact on
the project.

4.1 Activities

The following activities will be undertaken to identify, review and control risks on this Fast Rail Project. These activities
together form the "Risk Management Process." For the purpose of this project, a risk is defined as "any event that is
likely to adversely affect our ability to achieve our project objectives"

4.2 Roles

While any member of the project team may identify a project risk, the following staff will have key responsibilities for the
ongoing risk management within the project:

The project team will be able to obtain the required project budget available as required.
All relevant bylaws and statutory legislation will remain unchanged during this project.
The land expropriation plan will be approved by City officials with property-owner penalties for obstruction
There are no critical logistical issues with the establishment of the rail transit link to the airport.
The project team has the full support of the Rail Regulator.
Once set, the project budget will remain fixed, allowing very little additional contingency.
Current passenger numbers cannot be affected by the implementation of this project.
The project can only perform infrastructure upgrade activities on the live rail network during the available time slots
allocated by the Rail Operator.
Disturbance to residents within a two-kilometer radius of each work site must be minimal.
The three-year delivery date set by the government cannot be changed
Any stakeholder on the project (including staff, team leaders and the project management team) can raise a risk.
A Risk Form will be used to document each risk. With this form, the stakeholder will describe the risk, rate its
likelihood and impact on the project and recommend preventative and contingent actions. All Risk Forms will be
distributed to the Project Leader or Manager for review.
The Project Manager will review all project risks and determine their risk priority. The Project Manager will usually
act on low and medium priority risks immediately, and communicate high priority risks to the Project Board for
action.
Page 7of 8 MPMM
Team Members will be responsible for:

Team Leaders will be responsible for:


4.3 Documents

The following documents will be used to identify, monitor and control risks within this project:

5 Appendix

The following documents are related to this Risk Plan:


Identifying project risks and completing Risk Forms
Forwarding all Risks Forms to their Project Leader for review
Reviewing all Risk Forms to determine whether they are "likely" to adversely affect the project
Working with the team member to approve a set of preventative and contingent actions
Forwarding a prioritized set of Risk Forms to the Project Manager for action
Confirming the priority level of Risk Forms received
Taking immediate actions to resolve all low and medium priority level risks
Making the Project Board immediately aware of new high priority risks
Implementing actions approved by the Project Board to resolve High Priority Risks
A Risk Form will be used to describe and rate each risk identified, and list the preventative and contingent actions
needed to resolve it.
A Risk Register will be used to record the key details of each risk and to monitor its current status, until it is
resolved.
Business Case, Feasibility Study, Project Charter, Project Plan, Resource Plan
State Government Risk Management Policies, Standards, Guidelines and Procedures
Risk documentation from other similar projects
Other relevant information and correspondence
Page 8of 8 MPMM

Acceptance Plan for Mortgage One Project

1 Acceptance Criteria

Best Rate Mortgages has established the Mortgage One Project to implement a common suite of company systems,
processes and guidelines across its 112 branch offices. By rolling out common business practices, we hope to improve
client service, resolve inefficiencies and increase profit across the entire company.

To ensure that the solution provided by this project is fully accepted by the branches, we have established a single,
Create an Acceptance Plan
Report Prepared by: Edward Jones
Founded in 1975, Best Rate Mortgages is a successful personal financing
company with 112 established branch offices throughout the country.
Although the company struggled to operate in the early years, it
experienced dramatic growth in the '80s and '90s due to the residential
real estate boom. In order to keep pace with this growth, local offices
have implemented their own systems and processes to enable them to
provide mortgage services to clients, faster and cheaper than before.

The end result is that we now have 112 virtual businesses, each with its
own method of operating, and no integration between them or with the
Head Office. Not only do we lose economies of scale by maintaining this
structure, but it also makes it impossible for us to produce an accurate
view of the overall performance of the company, from which to make
decisions. Compounding these problems is the fact that most solutions
implemented within the branches are "behind the times", requiring a lot of
additional manual processing.

To bring Best Rate Mortgages into the 21st century, John Marshall, CEO,
decided to initiate a project to create a single suite of company systems
and processes for approving mortgages. He has appointed me as Project
manager. Within just 18 months, this challenging business improvement
project must result in:

Case Study Profile
Project Name: Mortgage One
Project
Project
Organization:
Best Rate
Mortgages
Project Type: Business
Improvement
Project Manager: Edward Jones
Project Activity: Create an
Acceptance Plan
Acceptance Plan used within this project.
The project, people and organizations

Of course, the most significant challenge is to gain each Branch Managers' buy-in to the project and its solution. For
the past 30 years the branches have operated autonomously and as a consequence, they are likely to resist the
changes put in place. To ensure that each Branch Manager accepts the deliverables produced by this project, I have
decided to create a representative "Customer Group". This group consists of 10 Branch Managers, 3 Senior Managers
from Head Quarters and the CEO. The purpose of the group is to define a clear set of criteria for the acceptance of
deliverables within the project.

Following the establishment of the Customer Group and the agreement of the acceptance criteria, the following
Acceptance Plan was formulated.

1. A single Mortgage Lending System to be used by all 112 branches
2. A single set of processes, guidelines and standards for mortgage approvals
3. Training in the new system and processes for all branch staff
Page 1of 5 MPMM
representative "Customer Group" for this project. This group will include 10 Branch Managers (representing the entire
branch management team), three senior managers from Head Office and the CEO. This group is responsible for
accepting the deliverables produced by the project, on behalf of the branch offices and Head Office staff.

The first decision made by the Customer Group was the agreement of a set of Acceptance Criteria which once achieved,
would enable the formal acceptance of the deliverables produced by the project. The following Acceptance Criteria were
established by the Customer Group:

2 Acceptance Plan

To ensure that the deliverables produced by the project meet the Acceptance Criteria specified above, we have
scheduled a suite of Acceptance Tests in the following section. An Acceptance Test will be initiated at the completion of
the respective deliverable, to ensure that the deliverable meets the relevant acceptance criteria and is ready for final
signoff. Once the entire Customer Group has accepted all the deliverables, the project will be ready for closure.
Deliverable Acceptance Criteria Acceptance Standards
Implement a new
Mortgage Lending
System
The new system provides:
1. All of the existing functionality
offered by the existing branch
systems
2. Integration with the company's
administrative systems
3. Comprehensive management
reporting functionality
4. Full auditing capabilities to comply
with legal standards and protect
company assets
5. Automated creation and dispatch of
mortgage documentation for clients
6. Automated mortgage appraisals and
approvals
The new system:
1. Provides 100% of the common functionality
available within existing branch systems
2. Can exchange transaction data with the
Finance, Client Management and Call Center
system
3. Gives Senior Management a comprehensive
view of overall company performance
4. All transactions can be fully traced and
reported on
5. Involves no manual processes for generating
and distributing lending documents and
contracts to clients
6. Uses pre-defined criteria to make mortgage
approval decisions with no manual
involvement from branch officers
Implement a common
set of processes
The new processes provide common:
1. Guidelines and standards for
customer services
2. Processes and procedures for
resolution of client issues
3. Rules and criteria for mortgage
approval
The new processes enable branch officers to:
1. Improve levels of customer service
2. More efficiently monitor and resolve client
problems and issues
3. Clearly communicate to customers the
fundamental rules and criteria for approving
mortgages
Train all staff in the new
system and processes
The following staff are trained in the new
systems and processes:
Branch Client Service Officers
Branch Team Leaders
Branch Managers
Head Office Administration Staff
Head Office Management
All specified staff understand:
How to use the core system functionality
The basic processes and business rules
involved in approving mortgage requests
Who is available to provide assistance with
the system and its associated business
processes
Page 2of 5 MPMM

2.1 Schedule

The following table lists the Acceptance Tests to be undertaken for each deliverable, to validate that it is 100% complete
and ready for final customer sign-off.

2.2 Assumptions

This Acceptance Plan has assumed that:

2.3 Constraints

The following constraints apply to this Acceptance Plan:
Deliverable Acceptance Tests
Deliverable Completion
Date
Testing Method Testers Test
Date
Implementation of a
new Mortgage
Lending System
June 14 The functionality and data provided by the new
system will be verified by the Customer Group
in a Test Environment. Any valid deviations will
be corrected, and the system will be retested
until it meets the Acceptance Criteria.
3 Customer Group
representatives and
Internal Audit Manager
June
21
Implementation of a
common set of
processes
July 7 20 test loan applications will be processed using
the new processes, procedures, guidelines,
standards rules and criteria. The timeframe and
efficiency of each loan application will be
measured to ensure that it meets the
Acceptance Criteria stated.
3 Customer Group
representatives,
Finance Director and 5
branch officers
July
15
Training of all branch
staff in the new
system and
processes
July 31
50 Branch Client Service Officers will be
tested on their customer service skills
20 Branch Team Leaders will be tested on
their knowledge of the new processes
10 Branch Managers will be tested on their
knowledge of the new lending rules and
criteria
15 Head Office Administration staff
members will be tested on their
understanding of the processes for
resolving client issues
5 Head Office Managers will be tested on
their knowledge of the new system
functions and business processes
Branch Client Service
Officers, Team Leaders
and Managers

Head Office
Administration Staff
and Managers
Aug
15
There will be no changes to the customer's Acceptance Criteria during this project.
Customer Group representatives will be available to complete the acceptance tests when needed.
The acceptance testing methods listed will be sufficient to give the Customer Group (and therefore the branches)
confidence that the new system and processes will benefit them.
Page 3of 5 MPMM

3 Acceptance Process

The following activities, roles and documents describe how acceptance testing will be performed for each project
deliverable.

3.1 Activities

To accept deliverables as complete for this project, we will perform the following acceptance test activities:

3.2 Roles

The following roles are responsible for undertaking the acceptance activities specified above.

Team Members will be responsible for:


The Customer Group will be responsible for:
A limited number of people within the organization are able to personally test each deliverable.
Acceptance testing activities must take place after hours, to ensure that normal business operations are not
impacted by this project
The Project Manager will be informed of the completion of the deliverable.
The team member responsible for that deliverable will request that an Acceptance Test take place.
The Project Manager will schedule an Acceptance Test with the staff specified in this Acceptance Plan.
The Acceptance Test will be performed and the results recorded on an Acceptance Form.
If additional work is required to complete the deliverable, the Project Manager will delegate the work required. Once
that work is complete, the deliverable will be retested.
If test results are satisfactory, the Acceptance Form will be presented to the Customer Group for signoff.
After gaining final signoff from the Customer Group, the deliverable will be marked as 100% complete on the Project
Plan and work on it will be terminated.
Completing the deliverables specified in this document
Notifying the Project Manager of the completion of each deliverable and request an Acceptance Test
Undertaking the necessary activities to improve the quality of a deliverable to gain the acceptance of the
Customer Group
Managing the overall acceptance process
Ensuring that Acceptance Tests are scheduled, resourced and undertaken in accordance with this plan
Presenting acceptance test results to the Customer Group for approval
Page 4of 5 MPMM

3.3 Documents

We will use the following documents to manage the process of customer acceptance for this project:

4 Appendix

The following documents are available in conjunction with this Acceptance Plan:


Making the resources available to perform each Acceptance Test
Reviewing the results of successful Acceptance Tests, as presented by the Project Manager
Providing final acceptance of each deliverable
The Acceptance Form will be used to document the results of each Acceptance Test and to request final acceptance
from the Customer Group.
The Acceptance Register will be used to monitor and control the acceptance status for each deliverable in the project.
Business Case, Feasibility Study, Project Charter, Project Plan, Resource Plan
Documents describing the existing lending and approval systems and processes
Other relevant branch information and staff correspondence regarding this plan
Page 5of 5 MPMM

Communications Plan for Parkland Rate Equity Project
Report Prepared by: Jennifer Miller

1 Communications Requirements

The Parkland Rate Equity Project was established for the purpose of introducing a multi-tier rate structure in the
Parkland region. This new structure will ensure that residential and commercial property owners are charged for council
infrastructure services (through rate levies) in a more equitable fashion. A wide variety of people will be affected by this
project, from the general public to commercial property owners. To ensure that all these project stakeholders are kept
informed of the project's progress and to take part in it where appropriate, we have drafted this Communications Plan.

This plan lists the stakeholders and their requirements for information relating to this project. We have also identified
the communications activities required to ensure that each stakeholder receives the "right information" at the "right
time." By keeping all stakeholders regularly informed of the progress of this project, we will increase our chance of
success.

1.1 Stakeholder List

A Stakeholder is defined here as any person or group who requires regular information about this project. Based on this
definition, the following stakeholders must be kept informed of the progress of this project:

Create a Communications Plan
In the city of Parkland and its surrounds, residents and commercial property
owners are charged annual "rates" to generate the revenue for services such
as water, electricity and telephone infrastructure. Until now, rates have been
charged based on the size of each parcel of land owned within the borough,
as residential and commercial land has historically been similar in market
value. However, increases in residential property values over the past few
years have encouraged the Parkland City Council to review the existing rate
structure.

In order to resolve inequities in the current rate structure, the Parkland City
Council is planning to replace the current rate structure with a new multi-
tier system, whereby rate levy charges will be based on the combination of
three things - size of the land parcel, current market value of the land and
the type of land use. The Council is also considering plans to introduce rate
dispensations for commercial properties in order to promote growth in the
region. It is hoped that the multi-tier rate structure will result in more
equitable charges to property owners for the supply of Council infrastructure
services to their properties. To ensure that this challenging initiative is
successfully completed within a 24-month timeframe, the Council has
approved the initiation of the Parkland Rate Equity Project.

My first task as the Project Manager was to define the objectives and scope
of the project and create a detailed Project Plan. Once that was completed, I
decided it would be a good idea to document each of the steps needed to
keep the public and other project stakeholders informed throughout this
politically sensitive project. For this purpose, I chose to document the
following Communications Plan.

Case Study Profile
Project Name: Parkland Rate Equity
Project
Project
Organization:
Parkland City
Council
Project Type: Business Change
Project
Manager:
Jennifer Miller
Communications
Plan
Communications Plan used within this
organizations described are purely
fictional.
Page 1of 7 MPMM

1.2 Stakeholder Requirements

Each of these Stakeholder Groups will require different types of information regarding the project. The following table
lists the information required by each stakeholder, to enable us to create a plan for meeting their requirements.

Stakeholder Group Stakeholder Description
Mayor Acts as Chairman for the Parkland City Council and is also the Project Sponsor
City Council Members Serve as the Project Board
Project Team All fulltime, part-time and contracting team members
Suppliers All consulting resources allocated to this project
Council Staff All fulltime, part-time and contracting staff in the Parkland City Council
Commercial Property Owners All commercial property owners in the Parkland region
Residential Property Owners All residential property owners in the Parkland region
General Public All members of the public at large in the Parkland region
Stakeholder
Group
Stakeholder Role
Stakeholder
Organization
Information Requirement
This stakeholder needs an understanding of
the...
Mayor and Council
Members
Project Sponsor and
Project Board
Parkland City Council
Detailed Project Status (with regard
to delivery against schedule, budget
and objectives)
List of key deliverables produced to
date Identified project risks, issues
and changes
End-of-phase review results
Project Team and
Suppliers
Project Delivery Parkland City Council and
Supplier Organizations
Summarized Project Status
Deliverables produced since last
team meeting
Immediate risks, issues and changes
Imminent project milestone delivery
dates
Current key project activities
Council Staff Implement the new
council rate structure
City Council
Purpose of the project
Deliverables produced to date
Benefits to be received from project
delivery
Questions likely to be asked by
members of the public
Issues likely to be raised by
Page 2of 7 MPMM

2 Communications Plan

2.1 Schedule

The following communications schedule lists the activities required to distribute the right information to the right
stakeholders at the right time. First, the project team will notify members of the general public about the proposed
changes to the rate structure. We will seek public feedback over a two-month period and take it into account when
drafting the detailed Rates Proposal. We will then make the detailed proposal available to the public. Through a full
public consultation process, we will complete the final draft of the Rates Proposal and present it to the Project Sponsor
for signoff.

Throughout the implementation of this new Rates Proposal, we will keep all project stakeholders informed of the
members of the public
Commercial
Property Owners
Will be affected by the
delivery of the project
Commercial Organizations
Impact that delivery of the project
will have on their rates
Benefits to be received from delivery
of the project
Proposed new rates for Commercial
Property Owners
Other changes specific to
Commercial Property Owners
Current status of the project
Residential Property
Owners
Will be affected by the
Individuals
Impact that delivery of the project
will have on their rates
Benefits to be received from delivery
of the project
Proposed new rates for Residential
Property Owners
Other changes specific to Residential
Property Owners
Current status of the project
General Public May be affected by the
Individuals
Project purpose, benefits and
proposed changes
The benefits to be delivered by the
change
Current status of the project and
next steps
Date of expected changes to the rate
structure
Page 3of 7 MPMM
progress of the project and the rate changes that have taken effect.

Communications Activities
Activity
ID
Information
( What is to be communicated)
Stakeholders
( To whom)
Timeframes
( When)
Methods
( How)
1.0 Public Consultation:
The general nature of the project
The reasons for change
The process for providing
feedback
General Public by July 5 Advertisements
placed in local
newspapers
The current rate structure issues
The proposed changes to the
rate structure
The reasons for the change
The benefits to be delivered by
the change
The effect it will have on the
community
General Public by July 21 Discussion Papers
made available to the
public
Full description of the current
rate structure
Full description of the proposed
rate structure
General Public By August 1 Fact Sheets
Proposed new rate structure for
Commercial Property Owners
Impact of change on Commercial
Property Owners
Commercial Property
Owners
by August 15 Commercial
Property Forum
(public meeting)
Proposed new rate structure for
Residential Property Owners
Impact of change on Residential
Property Owners
Residential Property
Owners
by August 31 Residential Property
Forum
(public meeting)
Final rate structure changes
approved for implementation
General Public by September 15 Advertisements
placed in local
newspapers
1.6 Project Progress:
Overall status of the project
List of key deliverables produced
to date
Project Sponsor and
Project Board
Monthly throughout
the project
Status Reports
Page 4of 7 MPMM

2.2 Assumptions

During the creation of this Communications Plan, we have made the following assumptions:

List of key project risks, issues
and changes
End-of-phase review results
Deliverables produced during
current phase
Success of delivery during
current phase
Project Sponsor and
Project Board
At the end of each
project phase
Phase Reviews
Deliverables produced since last
meeting
Immediate risks, issues and
changes
Imminent project milestone
delivery dates
Current key project activities
Project Team and
Suppliers
Weekly throughout
the project
Team Meetings
Detailed status of the project
Deliverables produced to date
Date of expected changes to
rate structure
Any changes in project scope
General Public Weekly throughout
the project
Website Releases
Project purpose, benefits,
current status
Key deliverables produced to
date
How to deal with public inquiries
regarding the project
Council Staff Monthly throughout
the project
Newsletters
Summarized progress of the
project
Key deliverables produced to
date
Forecast final completion date
for project
General Public Quarterly
throughout the
project
Media Releases
Page 5of 7 MPMM

2.3 Constraints

During the creation of this Communications Plan, we identified the following constraints: The following constraints apply
to this Acceptance Plan:

3 Communications Process

The following sections clarify the activities, roles and documents involved with the formal release of communications for
this project:

3.1 Activities

The following steps will be undertaken for each communications event:

3.2 Roles

The following project roles will be responsible for undertaking formal communications within the project:

The Communications Team will be responsible for completing the activities listed in this Communications Plan by:

The Project Manager will be responsible for approving all communications messages within the project by:
The public will be kept regularly informed of the progress of the project.
A full Public Consultation process will need to be undertaken, due to the sensitivity of the deliverables to be
produced by this project.
Suppliers (such as consulting companies recruited to assist the project) should be kept regularly informed of the
project's progress, as though they were part of the project team
This highly sensitive project must be undertaken with the full support of the public.
As this project must be completed within a 24-month timeframe, the Public Consultation process will be limited.
Only one communications resource on the Parkland Communications Team is available to undertake the
communications events listed in this plan.
Identify the content, audience, timing and format of each message to be distributed
Create the communications message to be distributed
Forward all communications messages to the Project Manager for approval
Distribute the communications messages via the approved method
Review the distributed communication and obtain feedback from stakeholders
Planning and organizing the communications activity
Identifying the detailed content, audience, timing and format of each communications message
Creating a draft of the communications message to be distributed
Forwarding the communications message to the Project Manager for approval
Page 6of 7 MPMM

3.3 Documents

The following documents will be used to assist with managing communications within this project:

4 Appendix

The following documents related to this Communications Plan are attached:


Reviewing and approving all communications messages
Gaining special approvals from the Project Sponsor as required
Releasing communications messages upon approval
Resolving communications issues that might arise
A Project Status Report will be used to regularly communicate the current status of the project.
A Communications Register will record the details and current status of each communications activity
undertaken within the project.
Parkland City Council Strategic Plan
Parkland City Council Communications Standards and Guidelines
Parkland City Council Rate Equity Project Plan
Current Parkland City Council Rate Structure
Page 7of 7 MPMM

Procurement Plan for
Fresh EFTPOS Project

1 Procurement Requirements

This plan has been created to clarify the procurement requirements for the Fresh EFTPOS Project. By setting out our
requirements and defining a clear process for the appointment of a preferred supplier, we can ensure that we purchase
the best possible solution for our company.

1.1 Requirements

The following describes the items to be procured from a preferred supplier, the justification for procuring each item
(rather than sourcing it in-house), the quantity of each item to be procured and the project budget available for
procuring it.

Create a Procurement Plan
Report Prepared by: Susan Moore
The Grocer is a major national supermarket chain with more than 150 retail
stores throughout the country. Customers historically shopped at The Grocer
because the food is cheaper, better quality and faster to purchase than other
large supermarkets in the country. However in the past 12 months, a
downward trend in client patronage has been recorded, with longer shopping
queues are more customer complaints than ever before.

The root cause of the problem seems to be the checkout process. Compared
to their competitors, The Grocer's payment system is now archaic and slow.
Each cashier machine is currently equipped with a five year-old EFTPOS
terminal, which uses a suite of outdated authorization checks to process
payment transactions. Authorization typically takes one to two minutes and
involves manual processes like signing for transactions and printing a receipt
from the register. Newer technologies on the market allow customers to
swipe their own cards and enter a four-digit PIN. Then, using triple DES
encryption, these systems can securely process a transaction within less than
10 seconds.

To regain the chain's competitive advantage and increase customer
satisfaction, the Board of Directors has decided to initiate a new project to
upgrade their payment systems to the latest EFTPOS technology, within all
150 stores.

Case Study Profile
Project Name: Fresh EFTPOS
Project
Project
Organization:
The Grocer
Project Type: Payment System
Project Manager: Susan Moore
Procurement
Manager:
Marny Michaels
Procurement Plan
Communications Plan used within this
organizations described are purely
fictional.
As the Project Manager, I have been assigned the challenge of finding, configuring, testing and implementing a suitable
EFTPOS solution. I have been given just 14 months to achieve this. As we are not in the business of manufacturing
payment systems, I realized early in the Project Lifecycle that we would need to outsource the supply of a suitable
payment system to a specialist vendor. So I created the following Procurement Plan to clarify our procurement
requirements and structure the process for appointing a preferred supplier to the project.
Item Description Justification Quantity Budget
EFTPOS Terminal Compact, simple-to-use This is specialist equipment, 1823 base units + 10 $150,000
Page 1of 7 MPMM

The project team has also identified the following additional requirements for the solution. The new system must:

payment terminals which is not manufactured or
produced by The Grocer
spare units
EFTPOS Terminal
Holders
The durable plastic mount
that holds each terminal at
the checkout, consisting of a
fiber housing on a swivel
mount with anti-twist cable
This is specialist equipment,
which is not manufactured or
1823 base units + 10
spare units
$22,000
EFTPOS Terminal
Printers
The printer connected to the
terminal device, which offers
an immediate receipt for the
customer
1823 base units + 10
spare units
$33,000
Administration
Software and
Terminals
The central PC and terminal
device, which is used to
administer payment
transactions
The Grocer will provide the
Administration PC; however
the Administration Software
and terminal device will come
from the supplier, as it is
specialist equipment.
150 base units + 5
spare units
$50,000
Communications
Equipment
The equipment needed to
provide communication
between The Grocer's Local
Area Network, the banks, the
cashier machines and the
new EFTPOS terminals
Cabling and routing
equipment to connect
the EFTPOS units to
the retail office
networks
$28,000
Installation
Services
The delivery, configuration,
installation and testing
required to implement all of
the equipment in a live
environment
We do not have the skills
required to perform this
activity
Install 1823 terminals
and base units + 150
administration
terminals
$18,000
Training Services The training of checkout,
management and support
staff at each branch prior to
the new system's live release
We do not have the skills
required to perform this
activity
Training of 3,000
staff in blocks of 30
people per course
$75,000
Documentation Procedural manuals required
to enable The Grocer to
provide the first line of
support for the solution
We do not have the
documentation required to
perform this activity
10 user and support
manuals
$2,000
Total Budget $327,000
Authorize transactions within a maximum of 15 seconds on average
Provide two-way communication between the existing cashier machines and the EFTPOS terminal
Support different methods for connecting to payment networks, including dial-up and leased line
Have laser-etched keys for durability and high-definition backlight displays for ease of use
Be able to add onscreen customized logos and promotional messages to printed receipts
Facilitate immediate online authorization for all popular credit, debit and charge cards
Support hospitality functions such as tipping, pre-authorization and top-ups
Page 2of 7 MPMM

1.2 Market Research

To ensure that there are current solution offerings in the market that can meet the requirements specified above, we
conducted a limited market research exercise. Through this exercise we identified three to five suppliers for each
procurement item. A subset of these are listed in the following table:

The results of the market research are conclusive. The project team is confident that there are sufficient suppliers and
solution offerings in the marketplace to meet our procurement requirements.
Be able to handle more than 500 simultaneous transactions
Facilitate same-day credit to our company bank account
Allow for remote configurations, upgrades and diagnosis
Employ both smartcard and touch screen technologies
Allow for loyalty programs and multicurrency transactions
Transport all data securely, using triple DES encryption
Be able to issue receipts and refunds to customers
Support the ability to offer a cash-out facility
Item Supplier Offering Price Availability
EFTPOS Terminal TerminalCom TerminalCom TC80 mobile EFTPOS terminal has a
built-in PIN pad and 14.5 cm VGA color touch-screen.
It supports all the required payment and receipting
functions, as well as onscreen advertising and
interactive display.
$135,000 14 days
EFTPOS Terminal
Holders
Retail2Go Retail2Go provide a wide variety of terminal holders,
to support all major types of terminal systems.
$20,000 7 days
EFTPOS Terminal
Printers
National
Comms
This supplier provides small, efficient terminal
printers that can be fully integrated with standard
EFTPOS units, as well as our Cashier Machines.
$25,000 Immediate
Administration
Software and
Terminals
PayCheck
Terminals
The Texpad Model12 offers an administration terminal
with all the functionality we require plus a secure
connection to our Local Area Network.
$45,000 10 days
Communications
Equipment
FCMG
Supplies
FCMG specialize in providing communications
equipment for EFTPOS terminals. It can provide the
cabling and router equipment to connect the
terminals to The Grocer's Local Area Network and to
the respective banks involved in each transaction.
$22,000 21 days
Installation Services N/A All the suppliers listed above have the expertise
required to deliver, configure, install, test and
implement the equipment in a live environment.
$15,000 Immediate
Training Services N/A All the suppliers listed above have the expertise
required to conduct training courses for our checkout
and managerial staff.
$65,000 21 days
Documentation N/A All the suppliers listed above have the technical
documentation required to support their solutions.
$1500 Immediate
Page 3of 7 MPMM

2 Procurement Plan

With a clear understanding of our requirements and the confidence that there are suitable solution offerings in the
marketplace, the Project Team will now proceed with the procurement of these items according to the schedule below.

2.1 Schedule

The following Procurement Schedule lists the activities to be undertaken to select a preferred supplier for this project,
procure the items we require and manage the preferred supplier's delivery performance.

2.2 Assumptions

Page 4of 7 MPMM
The following assumptions have been made during the creation of this Procurement Plan:

2.3 Constraints

The following constraints have been established during the creation of this Procurement Plan:

3 Tender Process

As depicted in the Procurement Schedule above, we will need to undertake a formal Tender Process to select a preferred
supplier and solution.

3.1 Activities

The following activities will be used to select a preferred supplier for this project:

Issue RFI
First, we will document a Statement of Work to describe our procurement items in detail. We will then document a
Request for Information to list the information we require from suppliers, to create a supplier shortlist. We will release
these two documents to potential suppliers, who will then submit a formal response to the project team. Based on our
review of the supplier responses, we will create a supplier shortlist.

Issue RFP
We will update the Statement of Work with any necessary changes and create a new Request for Proposal, stating the
format of supplier proposals required to select a preferred supplier. We will then release these two documents to the
suppliers on the shortlist. From the detailed proposals received, we will select a preferred supplier.

Issue Contract
We will then create a supplier contract and negotiate the terms of that contract with the preferred supplier. If agreement
is reached, we will endorse the contract and initiate the terms of the contract.

3.2 Roles

The following roles will be responsible for selecting a preferred supplier for this project:

3.3 Documents

The following documents will be used to select a preferred supplier for this project:
The procurement requirements will remain unchanged throughout this project.
The market research results were accurate.
The suppliers identified through the market research activity will be interested in supplying the project.
All of the equipment purchased must be compatible with our existing point of sale equipment.
The selected suppliers must have local maintenance and support staff in all store regions.
Our potential solution options are limited by the project budget allocated.
The Procurement Manager is responsible for managing the entire Tender Process.
The Project Manager is responsible for approving tender documentation, choosing the preferred supplier and drafting
the supplier contract.
Page 5of 7 MPMM

Note: A more detailed description of this Tender Process will be completed later in the Project Lifecycle.

4 Procurement Process

Upon completion of this tender process, the preferred supplier will begin delivering the procurement items to the project
as rquired. To ensure that the procurement items delivered are fit for purpose, we will need to implement a
"Procurement Process." This process will involve receiving, reviewing and accepting the items on behalf of the project.

4.1 Activities

The following activities will be undertaken to manage procurement within the project:

Issue Purchase Order
The Project will place an approved Purchase Order with each supplier for the items listed in the Procurement Schedule.
Upon receipt of the Purchase Order, the supplier will provide the project team with an estimated time of arrival (ETA) for
its deliverables. The project team will agree to or renegotiate this ETA.

Complete Purchase Order
The supplier will then deliver the items to the project within the approved ETA. Upon their arrival, the Procurement
Manager will review the items to determine whether they meet the specification listed in the Purchase Order. If they
comply, she will accept them on behalf of the project. The supplier will then raise an invoice for the items delivered and
the Project Manager will authorize payment accordingly.

Manage Supplier Contract
Throughout this process, the Procurement Manager will perform regular reviews of the supplier's performance against
the approved Supplier Contract. Any performance issues she identifies will be raised with the supplier and a suitable
resolution will be agreed.

4.2 Roles

The following roles will be responsible for managing procurement within this project:

4.3 Documents

The following documents will be used while managing procurement within the project:

Statement of Work (SOW)
Request for Information (RFI)
Request for Proposal (RFP)
Supplier Contract
The Procurement Manager is responsible for managing the entire Procurement Process.
The Project Manager will be responsible for approving all Purchase Orders and payments, as well as assisting the
Procurement Manager with the resolution of supplier performance issues.
Purchase Order
Supplier Invoice
Supplier Contract
Page 6of 7 MPMM
Note: A more detailed description of this Procurement Process will be completed later in the Project Lifecycle.


Page 7of 7 MPMM

Wind Farm Energy Project
Tender Process
1. Overview

The Thomson County Council has commissioned the construction of a wind farm capable of generating 11 MW of
electricity for supply to the national power grid. The council has decided to contract an external supplier to carry out the
majority of the effort required to complete this project. Therefore, to ensure that the best available supplier is appointed
to this project in a fair and efficient manner, we will undertake the a formal Tender Process.

The purpose of the Tender Process is to describe and implement the steps needed to select and contract a preferred
supplier to the project. The three key steps are:

Define the Tender Process
Reported by: Rebecca Hughes
In 2001, Thomson County was named by National news magazine as "the
windiest county in the USA." It was then that the Thomson County Council had
the idea to use this dubitable distinction to increase county revenues with wind
power. The idea of generating electricity with an array of wind turbines made
perfect sense for the county, which sometimes struggled to support its county
programs. It would be a great way to add naturally generated, sustainable
power into the national power grid, while at the same time gaining a long-term
revenue stream for the County Council budget.

After lobbying the state government for 12 months, in May Thomson County
finally received a state loan for the funds it needed to build this sustainable
energy source within the county region. In June, the county initiated the Wind
Farm Energy Project for the purpose of creating a natural, renewable,
sustainable energy source in the district of Thomson County. This three-year
project required the construction of 16 wind turbines mounted onto 200-foot
high steel towers. At this height, the wind turbines could achieve wind speeds
high enough to generate a total of 11 MW of electricity. The farm's electrical
product would then be routed via an underground cable to the 25 kV distribution
lines that are connected to the national electrical grid. By creating and
commercializing a nonpolluting source of renewable energy, the council hoped
to generate a substantial profit margin, which could in turn be reinvested into
the local community.

As the Project Manager elected on behalf of the Thomson County Council, I was
personally responsible for the success of this project. As the council did not
have the skills and competencies required to deliver this project internally, I
decided to outsource the project delivery to an external supplier. To ensure that
we selected the best available supplier for the project, I was tasked with
undertaking a formal Tender Process to identify, review, select and contract a
preferred supplier. The following Tender Process was defined and agreed to by
the Project Board:

Case Study Profile
Project Name: WindFarm
Energy Project
Project
Organization:
Thomson
County Council
Project Type: Power
Generation
Project
Project Manager: Rebecca
Hughes
Project Activity: Define the
Tender Process
This Case Study provides an
example of a Tender Process for a
power generation project. The
Issue a Supplier Contract
Page 1of 4 MPMM

A detailed description of each step is provided in the following sections.

2 Issue a Request for Information

The first step is to define exactly what it is that we wish to outsource to an external supplier. With this definition, we will
then release a Request for Information, to gather information from potential suppliers about their companies and their
individual approaches to the project. This process will include the following procedures:

Specify the Statement of Work

We will first document the detailed outsourcing requirements of this project in a Statement of Work (SOW). The SOW
will define exactly what it is that we wish to achieve by outsourcing the design and construction of deliverables for this
project. It will describe the scope of the work to be outsourced by listing the activities and deliverables the chosen
supplier must complete. It will define the responsibilities of both the supplier and the Thomson County project team in
producing, reviewing and accepting the project deliverables. And finally, it will list the supply terms such as those
relating to supplier payments and deliverable acceptance.

Create a Request for Information

After we have specified in the SOW, exactly what it is that we will outsource, we will provide suppliers with the
opportunity to make a formal (tender) proposal for the work, by creating and distributing a Request for Information
(RFI). The RFI will inform interested suppliers of the outsourcing needs of the project, the tender process timeframes
and the steps they must take to register a formal interest in servicing the project. The RFI will also provide suppliers
with the specific information required by the project team to create a supplier shortlist such as the supplier's business
operations, services offered, existing customers and references from similar projects they have completed.

Issue the Tender Documents

When the SOW and RFI are complete, we will release them to the supplier community by:

Review the Tender Responses

We hope that, due to the innovative, ecological nature of this project, this tender will attract responses from a large
number of high-caliber organizations worldwide. The Project Manager will establish a Tender Committee for the
WindFarm Energy Project to review all of the responses received. The criteria against which each tender response is
evaluated will be predefined to ensure that the review is as objective as possible. In order to keep track of the current
status of each tender document and supplier response, we will use a Tender Register to record the details of each tender
item.

Select a Tender Shortlist

After reviewing our responses from interested suppliers, we will create a supplier shortlist with the five strongest
candidates. We will then notify all other suppliers that they have been unsuccessful and that the name of the successful
candidate will be published upon completion of the tender process. Short listed suppliers will then be notified of their
selection and invited to proceed to the next phase of the tender process.

Publishing this tender in the Government Tender Gazette
Contacting a list of the suppliers known for their experience delivering Wind Farm projects
Advertising the tender in Wind Energy magazines, websites and newsgroups
Advertising the tender on our Thomson County Council website
Disseminating press releases on this tender to gain press coverage
Page 2of 4 MPMM
3 Issue a Request for Proposal

With a shortlist of potential suppliers, each of which is highly suited to the needs of the WindFarm Energy Project, our
next step will be to issue to them a Request for Proposal (RFP). The RFP process will include the following procedures:

Create a Request for Proposal

From the responses to the RFI, we will have gained insight into each of the short listed companies from whom we will
now request proposals. We will know the general purpose of their companies, as well as their offerings, competitors and
target markets. We now need a detailed proposal from each to enable us to select the project's preferred supplier.

Documenting and issuing a Request for Proposal (RFP) allows us to specify preferred supplier information needed from
each short listed supplier in the form of a proposal in order to make our final decision. This information should include a
comprehensive description of the supplier's company offerings, capabilities and experience, as well as its proposed
solution and approach towards implementation of the WindFarm Energy Project.

Release Request for Proposal

With permission from the Project Board, we will distribute the RFP to the shortlist of suppliers. In the event that the
SOW has been updated to reflect any changes in the project requirements, this updated version will be included along
with the RFP. The suppliers will then have a limited amount of time (as specified in the RFP) to respond with a formal
proposal for the supply of the deliverables required by this project.

Review Tender Responses

All short listed suppliers will submit their tender proposals directly to the Project Manager, who will forward them to the
Tender Committee for review. Depending on the quality of the responses submitted, the Project Manager will probably
organize a round of supplier presentations, in which each supplier can personally present its proposal to the Tender
Committee and clarify any areas inadequately addressed in its proposal.

Select Preferred Supplier

With a detailed understanding of the solutions proposed by these suppliers, the Tender Committee will then review each
solution, rank it against predefined review criteria, and choose a leading candidate. The Project Manager will present
these results to the Thomson County Project Board, which will be the final authority for approving the preferred supplier
decision.

4 Formalize a Supplier Contract

With board approval, we will then negotiate and endorse a contract for the supplier to provide the physical deliverables
required to establish the WindFarm within our county.

Create the Supplier Contract

The first step in formalizing a contract will be to draft this contract to define the scope of work required to meet our
requirements. The contract will explicitly list the responsibilities of both Thomson County and the preferred supplier to
ensure that the roles of each party to the contract are clear.

Negotiate the Supplier Contract

The contract will be offered to the preferred supplier, and the terms and conditions of the contract negotiated by both
parties.

Sign the Supplier Contract

Once the terms of the contract are agreed to in principle, a final contract will be drafted and presented to the Thomson
County Project Board for approval. The Project Sponsor and the supplier will then sign the contract and thus the contract
Page 3of 4 MPMM
terms will be initiated.

This completes the description of the procedures we will peform to select and contract a preferred supplier for the
WindFarm Energy Project. By formally completing this tender process, we will be able to select the best supplier
available in a fair and efficient manner, thereby increasing our chances of undertaking a successful project for Thomson
County.


Page 4of 4 MPMM

Statement of Work for
EZ Move Project
1 Introduction

Due to FreightMe's dramatic growth in recent years, we have decided to relocate our administration team from our
current office locations to a single office premise based in the Docklands area. To ensure that this office move is
undertaken smoothly and without affecting the FreightMe business, we have decided to outsource the design, fit-out and
relocation activities to an external supplier. This document describes the scope of work to be undertaken by that
supplier, as well as the:

If you are interested in being the preferred supplier for this project, the attached Request for Information describes the
information we need to know about your company and your solution offerings, as well as the process by which you must
submit that information to us for consideration.

Issue a Statement of Work
Report Prepared by: Donald Hughes
FreightMe Ltd is a traditional road freight company, offering city-to-city
delivery of all types of goods including perishables, toxic, refrigerated
and fragile goods. Continued increases in oil prices over the past five
years have led to a shift away from air freighting methods, to more
traditional methods such as road and sea.

Although FreightMe has been affected by this rise in oil prices, the new
business gained from the additional demand for road freight has in fact
increased the overall profitability of the Company. Over the past three
years alone, we here at FreightMe have nearly doubled in size.

While our business is becoming more profitable, the lack of office space
for new staff and the creation of overflow offices around the city have
created several operational inefficiencies. We are now at a point where
we have the cash-flow needed to relocate to new office premises,
enabling us to centrally house all staff within the business and to allow
for a 50% growth factor in staffing numbers.

Case Study Profile
Project Name: EZ Move
Project Organization: FreightMe Ltd
Project Type: Office Relocation
Project Manager: Donald Hughes
Project Activity: Statement of Work
This Case Study describes the Statement
of Work used within this project. The
A new project was approved on August 15th to find, design and fit out the new premise, as well as manage the staff
relocation. At a subsequent Project Board meeting, it was agreed that I would outsource the office fit-out and staff
relocation activities to a company specializing in this area.

To ensure that we selected the best available supplier to perform this office move, I decided to undertake a formal
tender process. The first step in any tender process is the creation of a Statement of Work (SOW), which describes in
detail exactly what is required of the supplier. By documenting the work to be undertaken and listing the core
responsibilities of the supplier and the project team, I was able to ensure that suppliers interested in this tender fully
understood the procurement needs for our project. The following SOW was distributed to potential suppliers to inform
them of our core procurement requirements.
Primary objectives to be achieved by the supplier
Basic responsibilities of the supplier and the project team
Key terms for supply, under which the work must be performed
Page 1of 4 MPMM
2 Objectives

The preferred supplier to this project will be expected to meet the following objectives:

3 Scope of Work

The preferred supplier must deliver the following procurement items to achieve the objectives stated above.

Design the new premise to house a total of 230 staff, 12 offices, three meeting rooms, a kitchen and a for staff
entertainment area
Manage the entire fit-out of the new premise by installing cabling, fixed and moveable partitioning, plumbing,
electrical fittings and all interior decorating in accordance with the architectural design
Relocate the entire FreightMe operation to the new premise within a single weekend to ensure that the business
operation remains unaffected by the move
Clean up our existing premise after the move to comply with the terms specified in our tenancy agreement
Procurement
Item
Item Description Item Quantity Delivery Timeframe
Architectural design of
the new premise
Design the layout for the new premise to
meet the following criteria:
Facilities for 230 staff, 12 offices, three
meeting rooms, a kitchen and a staff
entertainment area
Has practical partitioning, office and
meeting room layouts
Is primarily open plan
Makes use of natural lighting
Is structured to provide office views for
managers
Provides a Boardroom suitable for 12
people
Contains a network services room with
space for two racks of equipment
A friendly reception environment with
seating for up to 10 visitors
1 Within one month of the
approval of the Supplier
Contract
Complete fit-out of the
new premise
Construct the new office fit-out, including
installation of:
Office telecommunications links to desks
Fiber optic telecommunications links to
the network room
Power, lighting and general services
Partitioning of the new kitchen and office
The final interior fit-out (painting,
partitioning, carpeting, lighting and
As specified by the
Architectural Design
Within four months of the
Contract
Page 2of 4 MPMM

4 Responsibilities

To ensure that this scope of work is efficiently delivered by the supplier and accepted by the project team, we have
listed each party's responsibilities below:

4.1 Supplier Responsibilities

The supplier will be responsible for:

4.2 Project Responsibilities

The project team will be responsible for:

electrical fittings)
Relocation to the new
premise
Relocation of all FreightMe staff to the new
premise by:
Moving furniture, equipment and
personal belongings
Documenting and communicating new
seating locations
Communicating the layout of the new
premises to staff
N/A Within five months of the
Contract
Tidy up existing
premise
Completely tidy up the existing premise in
accordance with the terms of our lease by:
Removing all surplus equipment, fittings
and partitioning
Reinstating the original layout of the
premise
Cleaning the carpets, walls, and
permanent fixtures and fittings
N/A Within six months of the
Contract
Meeting the objectives stated in this Statement of Work
Delivering the specified procurement items within the timeframes and costs agreed to in the Supplier Contract
Informing the project team of any risks or issues occurring during the course of the project
Supplying the staff, equipment, sub-contractors and other resources required to deliver the scope of work
Providing a weekly status report that clearly states the deliverables produced and the forecast delivery dates of
deliverables yet to be produced
Requesting the project team's acceptance of each item delivered
Advising the supplier of the detailed requirements of the project
Supporting the supplier throughout the project, by resolving questions, issues and risks in a timely fashion
Approving any changes required to ensure that the supplier can meet the project objectives
Communicating the status of this project within the FreightMe business
Identifying issues related to the supplier's performance
Page 3of 4 MPMM
5 Terms of Supply

Although a formal contract will be agreed to between the project team and the preferred supplier at the closure of this
tender process, the following terms of supply must be stated up front as they are nonnegotiable and may influence your
interest in becoming a preferred supplier to this project:

5.1 Acceptance Terms

To be accepted by the project team, all procurement items must be:

5.2 Payment Terms

Payment of supplier invoices for items delivered to the project is subject to the following terms:

5.3 Confidentiality

During the course of this tender process, the supplier may acquire confidential information relating to our business,
project and/or customers. Sensitive information for this project must be handled according to the following terms:


Reviewed and approved by the Project Manager
In accordance with the scope of work defined for this project
100% complete and ready for handover
Produced within the timeframes and budget agreed in the Supplier Contract, or a satisfactory explanation given for
the variance
The project will pay the supplier for work undertaken, at the completion of each procurement item listed within the
scope of work
The Project Manager will authorize payment only for procurement items already accepted by the project.
The supplier must invoice the project within 14 days of acceptance of such procurement items.
Assuming that the above terms are met, the project will make payment within 21 days of receiving the supplier's
invoice.
The supplier agrees to keep this information strictly confidential at all times, even after the project has been
completed.
The supplier will not use this confidential information for its own personal gain or the gain of any other person.
The supplier may disclose confidential information only to the extent that such disclosure is necessary for it to
complete the scope of work.
These terms do not apply to information that must legally be disclosed, or becomes available to and known by the
public.
Page 4of 4 MPMM

Request for Information for
Whistle Town Hospital Project
1 Introduction

In March of this year, the Whistle Town City Government approved the budget required to construct a new hospital
facility and related services, within the local Whistle Town area. This Tender Document specifies the process by which
suppliers can register a formal interest in meeting the needs of the project, and states the information required by the
project team to select a supplier shortlist.

1.1 Overview

The purpose of this project is to construct a new hospital facility in the Whistle Town region, which supports the full
health care needs of the local population. The project must be complete by April 2008 and the existing hospital premise
must be decommissioned within the following six-month period. The new building will replace the existing community
hospital and will provide:

Report Prepared by: Amy Wright
On the West Coast of the USA is a small city called Whistle Town,
named after the inventor of the first steam engine locomotive in 1804.
The early discovery of gold put the town on the map and the recent
discovery of oil has led to a substantial growth in its population, which is
placing additional pressure on the local community health services. The
City Government has therefore decided to construct a new hospital to
cope with the additional demand for health care.

As the Project Manager assigned to the Whistle Town Hospital project, I
am responsible for its overall delivery. I have initiated the project and
completed all of the detailed plans required to set the project direction. I
have also decided to undertake a formal tender process for the
appointment of a preferred supplier. The preferred supplier will be
responsible for constructing the new building facility and furnishing it as
required by the project team.

After defining the Statement of Work setting out exactly what I expect
the supplier to deliver, I have documented a Request for Information.
This document (along with the Statement of Work) was released to the
market to allow suppliers to register a formal interest in supplying the
project. I documented the following Request for Information and the
Project Board approved it for release.

Case Study Profile
Project Name: Whistle Town Hospital
Project
Organization:
Central Government
Project Type: Hospital Construction
Project Manager: Amy Wright
Project Activity: Issue a Request for
Information
This Case Study describes the Request for
Information used within this project. The
project, places, people and organizations
More than 550 general patient beds and 60 private rooms
A specialized Maternity Unit with 30 beds, three delivery rooms and a nursery
Four surgical theaters and emergency facilities to accommodate 100 patients
A front reception, five lounges and a central restaurant area
An Intensive Care Unit for severely ill patients
Open parking for 400 vehicles and covered parking for 100
Emergency power and water facilities
Page 1of 5 MPMM

To ensure that the project deliverables are produced on time and to cost, the majority of the work required for this
project will be outsourced to a third-party construction company. This Request for Information (RFI) describes the
process by which suitable potential suppliers can register an interest in meeting the needs of the project. It also outlines
the information the project requires to select a shortlist of suitable suppliers. A detailed description of the work to be
undertaken by the supplier is documented in the attached Statement of Work.

1.2 Purpose

The purpose of this document is to provide the information needed for:

1.3 Acknowledgement

To confirm that you have received this document, please send a written letter of receipt to the project team at the
following address:

If we do not receive written acknowledgement of receipt within 10 working days of the date this document is issued, we
will assume you are no longer interested in this tender and we will strike your name from the potential suppliers list.

1.4 Recipients

This tender document has been made available to all building and construction companies in the USA. We have
advertised the tender within the following periodicals:

In addition to the above press avenues, we have sent this tender document to each of the top 55 corporate construction
companies who have previously undertaken construction projects of this nature for the government.

1.5 Process

To appoint a preferred supplier to this project, we will implement the following process:

Specialized hospital furnishings
Potential suppliers to register a formal interest in supplying the project
The project team to select a supplier shortlist

M Scoombie
Regional Projects Office
45 West Street
Whistle town
70076
Government Tender Gazette
Construction and Building Association Newsletter
Whistle Town Press
Whistle Town City Government Tenders website
1. The tender period will be closed and supplier responses will be collated by August 8
2. The project team will review the responses against a predefined set of criteria by August 22
3. All the responses will be rated, and the top five suppliers will comprise the shortlist by August 29
4. All responding suppliers will be given the shortlist by September 5
5. The project team will release a Request for Proposal (RFP) by September 12
Page 2of 5 MPMM

1.6 Rules

Suppliers interested in becoming a preferred supplier to this project must submit tender responses according to the
following rules:

Note. We will not consider supplier responses received after 5 pm on Monday, August 8.

1.7 Questions

If you have any questions regarding this project or tender process, please write to us by email at:

RFIQuery@WhistleTownHospital.com

We will endeavor to reply to you within two working days.

Please note that we may not be able to answer all your enquiries, as some information may not be approved for public
release.

2 Company

To select a shortlist of suppliers for the Request for Proposal phase of this tender process, we require a suite of
information regarding your company, your solution offering and your intended approach. If you are interested in
becoming the preferred supplier to this project, then please document a formal response to the information requested in
the following sections.

2.1 Overview

Please provide us with an overview of your business operation by describing your:

6. Shortlist suppliers will submit a detailed proposal in accordance with the RFP by October 3
7. The project team will review and rate all the proposals by October 10
8. The project team will select and approve a preferred supplier by October 24
9. The project team and the preferred supplier will endorse a formal supplier contract by November 7
10. Unsuccessful candidates will be notified of the outcome of the tender by November 14
Suppliers must submit a formal response to Sections 2 and 3 of this document.
The project team must receive supplier responses no later than 5 pm on Monday, August 8.
Responses must be accurate at the time of submission and remain valid during the tender process.
Suppliers may work together to form one joint response; however, complete details of each company and offering
must be included.
Suppliers must keep all tender information strictly confidential at all times.
Formal supplier responses should be sent to the following address:

M Scoombie
Regional Projects Office
45 West Street
Whistle town
70076
Company vision and objectives
Page 3of 5 MPMM

2.2 Offering

Based on the procurement requirements specified in the attached Statement of Work, please describe your company
offering. For instance, such as the:

3 Approach

In addition to your business operation and offering, we also need to understand your general approach towards
undertaking this project. Please document a formal response to the following sections.

3.1 Method

Describe the general method or approach you would undertake to produce the items required by the project (as listed in
the Statement of Work), such as:

3.2 Timeframes

Taking into account the fact that this project must be completed by April 2008, please list the key milestone delivery
dates that you believe can realistically be accomplished. These dates must take accommodate the time taken to procure
the staff, resource and/or subcontractors needed during the Project Lifecycle.

3.3 Pricing

To ensure that you will be able to provide a solution within our project budget, please give an indicative estimate of the
Company structure
Number of employees
Number of years in business
Ownership structure and number of directors
Approximate annual turnover
Location of business operations
Customer list and customer industries
Preferred market segment
General and specialist services offered
Skills, qualifications and competencies of staff
Experience gained managing other similar projects
Contractual offerings, such as guarantees and penalties
The major construction phases to be undertaken
The key deliverables to be produced
The people, materials and equipment needed
The construction methodology to be used
The key project milestones
Any project constraints
Any key project risks or issues
Page 4of 5 MPMM
cost of undertaking this project. If possible, please provide a schedule of costs that corresponds to the procurement
items listed in the Statement of Work. Note: The schedule must include all of the approximate costs involved in
undertaking this project.

4 Other

Please ensure that your response to this tender document takes into account the following information.

4.1 Confidentiality

By responding to this tender document, you agree to the following confidentiality clause:

During the course of this tender process, you may acquire confidential information relating to our business, project
and/or customers. You agree to keep this information strictly confidential at all times, even after the project has been
completed. You will not use it for your personal gain or the gain of any other person. You may disclose confidential
information only to the extent that such disclosure is necessary for the submission of a formal supplier proposal. This
does not apply to information that must legally be disclosed, or becomes available to and known by the public.

4.2 Documentation

If you wish, you may attach the following documentation to your tender response:


A copy of your company annual report for the previous financial year
Testimonials from clients for whom you have delivered similar solutions
A company brochure describing your detailed products and services
A CV for your assigned Project Manager listing relevant experience
Copies of any relevant building and construction qualifications
Page 5of 5 MPMM

Request for Proposal for
Handheld Terminal Project
1 Introduction

The Northern Forestry Group is currently undertaking a tender to put handheld devices in the hands of our field workers.
More than 150 Handheld mobile devices must be purchased, configured and made operational within a nine-month
timeframe. By deploying these mobile devices, we hope to increase the accuracy of our data captured and provide more
timely information to management for decision-making.

Report Prepared by: Anthony Martinez
With more than 15 million acres of natural pristine forest, the Northern Forestry
Group is one of the largest forestry companies in the northern territory. The
greatest challenge faced by the company is the collection of data regarding the
size, condition and changes in its forestry landscape. Field workers currently
collect this information by using the old-fashioned method of recording sample
information on paper forms. The data collected is then entered into a central
computer at the end of the month.

This manual data collection process has two main disadvantages: it is labor-
intensive, and it is prone to error because the data must be transferred from the
paper forms to the computer at the month end. Not to mention the fact that by
the time the information is entered into the central computer system and
consolidated, it is two to three months old which is too old to provide
management with any meaningful results. To reduce the time required to enter
field data and provide Management with the instantaneous information it needs
to make decisions, the company has decided to purchase a suite of handheld
Handheld computer terminals for field workers. This will bypass the manual data
collection by allowing field workers to key in sample information while onsite.
Using latest technology, they will be able to send the data collected to the
central computer system instantly, with no re-keying required. Field workers will
also be able to:

Recall historical information from the central database to identify
environmental changes while onsite
Identify growth patterns and investigate the root cause of any problems by
recalling historical data
Protect their data by transferring to the central computer system as soon as
it is entered
Improve the accuracy of their data through simplified data entry and onsite
peer checks
Case Study Profile
Project Name: Handheld
Terminal
Project
Project
Organization:
Northern
Forestry Group
Project Type: Equipment
Installation
Project
Manager:
Anthony
Martinez
Project Activity: Issue a Request
for Proposal
Request for Proposal used within
this project. The project, places,
people and organizations
The Northern Forestry Group Board has approved this exciting new project for go-ahead and named me as the Project
Manager, responsible for its overall success. Having already initiated and planned this project, my first task was to
undertake a tender process to identify the most appropriate handheld solution available. I documented our
procurement requirements within a Statement of Work (SOW), sought responses from interested suppliers by releasing
a Request for Information (RFI), and created a shortlist of potential suppliers, based on the responses received. My
next step was to document a Request for Proposal (RFP) to provide short listed suppliers with the information they
would need to create a formal proposal for this project. My RFP document follows:
Page 1of 5 MPMM
As a supplier selected for our tender shortlist, your next step is to submit a formal proposal for the supply of equipment
and services in accordance with the Statement of Work attached. This document includes the information you will need
to submit a formal proposal to us to be considered as a preferred supplier to our Handheld Terminal Project.

1.1 Overview

As described in the attached Statement of Work, the Northern Forestry Group wishes to procure mobile handheld devices
that meet the following key criteria:

Equipment

Software

1.2 Purpose

This document has been created to provide you with the information you need to create a detailed proposal for meeting
the procurement needs of this project. Based primarily on the content of the proposals we receive, we will assess the
companies and solutions offered and choose one recommended supplier with whom we will enter into a supplier
contract.

1.3 Acknowledgement

To confirm that you have received this document, please acknowledge your receipt within 10 working days by mailing a
written letter of receipt to the following address:

7.2" Display, VGA LCD with backlighting, 1 gigabyte of memory
GPS enabled with internal Handheld modem
Durable and resistant to shock, rain, snow, dust, heat, cold, mud
Uses azimuth, bearing, feet, meters, chains, yards, true and magnetic north
Long battery life
Customizable data entry system
User-friendly menu system with labeled function keys
Can load detailed regional maps
Can be integrated into our central forestry computer system
Allows for the following methods of forest data collection:
Stand exam
Walk-through surveys
Regular surveys
Reforestation surveys
Re-measurement surveys
Intensive exams
Compressed exams

B White
Northern Forestry Group
18 Cedar Boulevard
Mountain Park City
18-009-8
Page 2of 5 MPMM
Note: We must receive your written acknowledgement of receipt within 10 working days to confirm that you still wish to
take part in this tender process. If you do not issue a written receipt within this timeframe, then we cannot consider any
subsequent tender proposals from you related to this particular tender.

1.4 Recipients

To enable you to understand the level of competition for this tender, we wish to advise you that from an initial list of 120
international applicants, we have selected a tender shortlist of just five companies. The suppliers on the shortlist have
been provided with a complete copy of this Request for Proposal and an updated Statement of Work to enable each of
you to take part in this tender process.

1.5 Process

The following list describes the remaining activities within this tender process:

1.6 Rules

When creating your proposal, please follow these rules:

1.7 Questions

If you have inquiries regarding this tender process or the dates for tender response submission, you may contact us by
email at ProjectOffice@NorthernLumber.biz.

Although we may not be able to answer all your inquiries due to the confidential nature of this tender process, we will
always endeavor to provide you with sufficient information to complete your tender proposal quickly and efficiently.

1. The RFP submission period will expire and tender proposals received will be collated February 7
2. Our project team will review and assess the proposals received February 14
3. The preferred supplier will be selected and approved by the Project Sponsor February 21
4. The project team and the preferred supplier will agree to a Supply Contract March 7
5. We will notify unsuccessful candidates in writing of the outcome of this tender March 14
The cut-off date for receiving supplier proposal submissions is 5 pm on February 7.
The project tender review team will not consider any proposals received after this date.
The proposal must be accurate at the time of submission and remain valid for the remainder of the tender period.
It must provide sufficient information for the project team to understand your company offerings, recommended
solution and implementation plan - as described in Chapters 2, 3 and 4 of this document.
Suppliers on the shortlist may work together to form a single joint response, but that response must include the full
details of each company and solution offered.
Tender proposals should be sent to:

B White
Northern Forestry Group
18 Cedar Boulevard
Mountain Park City
18-009-8
Page 3of 5 MPMM
2 Company

In the previous Request for Information (RFI), we requested summary information about your company. While this
information was sufficient to select you for our supplier shortlist, we now require more detailed information to select the
project's final preferred supplier.

Please provide the following detailed information so that we have a full appreciation of your company's:

3 Solution

We now need to understand more about your proposed solution. Please complete the following table in full, describing
the proposed solution and each of its components in detail. Then identify the quantity of each component to be supplied
and its price. (Note: The price of each individual component should remain fixed throughout the project.)

Vision, objectives, ownership and structure
Products and services relevant to this tender
Support services, such as consulting, training and support
Expertise in the field of Forestry Management
History undertaking similar projects
Customers using products and services relevant to this tender
Market share, competitors and complementary service providers
Solution & Components Quantity Price
Describe the solution you propose and each of its
components, such as:
Specifications of each handheld unit
Software required to operate each handheld unit
Software required to administer each handheld
unit
Maps required to be loaded into each handheld
unit
GPS equipment to be installed into each
handheld unit
Telecommunications devices to transport data
Connectivity with the Northern Forestry central
database
Training and support
User guides and operating documentation
Consultancy to configure, install and test each
component of equipment
Additional equipment (such as spare battery
packs, Handheld / SIM cards, waterproof covers)
Specify the proposed quantity of
each component of the solution
Calculate the exact price of
each component of the
solution
Page 4of 5 MPMM
4 Implementation

We also need to understand your detailed approach towards implementing the solution described above. Keep in mind
that we require the overall solution to be live within nine months of the endorsement of the supplier contract.

In addition to describing your implementation approach, you might wish to provide us with a:

You might describe:

5 Other Information

When formulating your response to this tender, please keep in mind the following:

5.1 Confidentiality

As described in the Statement of Work and Request for Information, by taking part in this tender process you agree to
the following confidentiality clause:

"During the course of this tender process, you may acquire confidential information relating to our business, project
and/or customers. You agree to keep this information strictly confidential at all times, even after the project has been
completed. You will not use it for your personal gain or the gain of any other person. You may disclose confidential
information only to the extent that such disclosure is necessary for your submission of a formal supplier proposal. This
does not apply to information that must legally be disclosed, or becomes available to and known by the public."

5.2 Documentation

Please attach the following documentation to your Tender Proposal:


Proposed Project Plan setting out the tasks required to design, configure, test and install the solution
List of the project milestones and the delivery dates for each milestone
Description of the resources required to undertake this project
List of the dependencies within and outside of this project
The earliest date by which you can commence the work
Any lead times needed to obtain components
Potential risks, issues or required changes
Brochures and detailed technical specification documentation describing your proposed solution
Three relevant customer testimonials for similar solutions implemented in other organizations
Case studies, white papers and other documents describing the solution and your prior installations
Curriculum Vitae for the person in your organization responsible for undertaking this project
Page 5of 5 MPMM

Supplier Contract for
YourSurance Online Project
1 Introduction

This document serves as the formal contractual agreement between YourSurance and DesignWeb for the design,
development and implementation of a new corporate website. This contract lists the scope of work to be undertaken and
the responsibilities of both parties, as well as the general terms and conditions for contract completion.

1.1 Purpose

The purpose of this Supplier Contract is to describe in detail the scope of work, responsibilities, terms and conditions
between YourSurance and DesignWeb for the delivery of the new YourSurance corporate website. Both parties agree to
complete their assigned responsibilities and duties in accordance with the terms and conditions stated herein.

1.2 Recipients
Create a Supplier Contract
Report Prepared by: Paul Hall
As a moderately successful insurance company in the UK, YourSurance Ltd.
has fought to retain its existing market share. The company currently appeals
to young outgoing individuals, as YourSurance provides a suite of policies
targeted at insuring personal contents worldwide - regardless of where you
live or travel.

The results of a recent research study undertaken by YourSurance show that,
because customers enter the branch completely uninformed of the companies
products and services, YourSurance' cost of business is higher than it should
be. Customer Service Officers spend a large amount of time talking through
the available insurance packages and their pricing options. To better inform
new potential customers, increase profitability, improve customer service
levels and reduce branch overhead costs, YourSurance has decided to
upgrade its corporate website. The current website content is completely
outdated and does not list all the insurance offerings. By implementing a
brand new website with practical insurance and complete policy and pricing
information, management hope that:

More customers will be attracted to YourSurance, increasing revenue
Customers will read about the latest policy and pricing options before they
enter the branch office
Customer Service Officers will spend less time answering simple inquiries
and more time selling packages
Waiting lines in branch offices will shorten
Overall company profitability will increase
Case Study Profile
Project Name: YourSurance
Online
Project
Organization:
YourSurance Ltd.
Project Type: Website
Development
Project Manager: Paul Hall
Project Activity: Create a Supplier
Contract
Supplier Contract used within this
project. The project, places, people
and organizations described are
purely fictional.
Following the decision by the Board to upgrade the YourSurance website, I was delegated as the overall Project
Manager. I spent the first three weeks completing the tasks required to initiate and plan the project. I then went
through a tender process to select a preferred vendor for the design, development and implementation of the new
website. DesignWeb was selected as the preferred vendor. The YourSurance project team and DesignWeb negotiated
and agreed to the following contract.
Page 1of 7 MPMM

The following parties have received this contract for authorization:

1.3 Definitions

The following table defines the common terminology used in this contractual agreement.

2 Scope of Work

The scope of work to be undertaken by the Supplier is listed in the following section.

2.1 Procurement Items

The following table lists each procurement item to be delivered by the Supplier, as well as its respective quantity and
price:
Teresa Roberts YourSurance CEO
Paul Hall YourSurance Project Manager
Bob Mertins DesignWeb CEO
Katherine Miller DesignWeb Software Manager
Term Definition
The Project The YourSurance Online Project, undertaken by YourSurance Ltd.
We, the Client, the Project
Team
YourSurance Ltd, a duly incorporated company with its head office based at 31A
Mountain Road, Central
You, the Supplier DesignWeb Ltd, a duly incorporated company with its head office based at 16 Baird Road,
Meadow Ridge
Procurement Item The items that the Supplier to the Project is contractually obligated to provide
Project Lifecycle The phases undertaken to deliver the desired project outcome
Project Plan A document that lists the Work Breakdown Structure, timeframes and resources required
to undertake the Project
Resource The labor, equipment, materials and other items needed to undertake the Project
Supplier Contract The agreement between the Client and the Supplier for the completion of the defined
Scope of Work
General Words used in singular shall include the plural definition and vice-versa
Item Name Item Description
Item
Quantity
Item
Price
Design Design Document
A documented architectural design of the solution. This design should
specify the design of the screen, database and forms, as well as the
technologies to be used to create the solution.
1 $750
Design Mockups 3 $1000
Page 2of 7 MPMM

Note: the following items will be provided by the Client and are therefore not included within the scope of work above:

2.2 Delivery Schedule

This scope of work must be completed according to the following delivery schedule:

Three different physical design proofs, allowing the project team to choose
the look and feel of the solution to be built.
Design Prototype
A subset of the working solution to be used to confirm the user
requirements. The prototype should include the selected mockup screen
design, live menu navigation and a connection to the database.
1 $1250
Development The creation of the physical components that comprise the final solution.
This includes the:

Database (used as a document repository) 1 $850
Forms (e.g. the Online Inquiry Form) 5 $400
Navigation (i.e. the Menu Hierarchy) N/A $1250
Web Pages (including the content provided by the Project) 15 $2500
Search Panel (allowing customers to search for content) 1 $800
Help System (providing useful help text) 1 $800
Testing Performance of the following types of testing: N/A
Unit Testing $850
System Testing $550
Performance Testing $450
Installation Installation of each of the components developed onto the client website
platform and live release onto the World Wide Web
N/A $1800
Documentation Completion of the following documentation:
User Manual
Operational Support Manual
2 $1200
Training Presentation of three training courses for YourSurance staff. The first two
courses will be for 80 support staff, to help them to understand the content
and functionality provided by the new YourSurance website. The third
course will be for the 10 YourSurance IT staff to understand how to support
the new website.
3 $4500
Total $18,950
Website Content. This includes all of the content required to populate each web page.
Website Marketing. This includes all the activities required to submit the new website to search engines, increase
referral links and perform search engine optimization.
Website Platform. The YourSurance platform will provide the IT infrastructure required for the website.
Website Decommissioning. The Client will decommission the old website after a six-month period.
Page 3of 7 MPMM

3 Responsibilities

The following section lists the key responsibilities of the Supplier and the Project.

3.1 Supplier

The Supplier is responsible for:

3.2 Project

The Project is responsible for:
Undertaking the Scope of Work and delivering the Procurement Items described in Section 2
Keeping the Project informed of the Supplier's progress on a weekly basis
Informing the Project of any potential risks, issues or delays
Page 4of 7 MPMM

4 Performance

This section describes how the performance of the Supplier will be regularly reviewed throughout the contract period.

4.1 Review Criteria

The following criteria will be used to review the Supplier's performance throughout the Project Lifecycle:

4.2 Review Schedule

To ensure that the Supplier delivers the scope of work in accordance with the criteria listed above, the Project will
undertake three Supplier Reviews throughout the Project Lifecycle. A schedule of reviews is provided below.

Reviewing and accepting each Procurement Item the Supplier provides
Informing the Supplier of any issues in the Procurement Items delivered
Notifying the Supplier of any changes in the project scope or delivery timeframes
Criteria Description
Design
Does the design specify the architecture of all of the components in the solution?
Is the design well structured and does it provide for a user-friendly, high-performance solution?
Development
Have all the required solution components been developed?
Do the components developed match the specified design?
Testing
Has each component been satisfactorily unit tested?
Has the entire solution been satisfactorily system tested?
Has the entire solution been satisfactorily performance tested?
Installation
Have all the required components been installed in the YourSurance IT environment?
Has the final solution been satisfactorily user tested?
Was the final solution released "live" by the scheduled delivery date?
Documentation
Was a detailed user manual created, covering all of the functionality of the new website?
Was a detailed operational support manual created, sufficient to support the solution?
Training
Were each of the designated 90 staff provided with sufficient training required to operate and
support the new website?
Page 5of 7 MPMM

4.3 Review Process

The following process will be undertaken to review the Supplier's performance, in accordance with the Review Criteria
listed above:

5 Terms and Conditions

This section lists the terms and conditions required to administer this contract.

5.1 Payment

The Project will make payment when the Supplier has met the following conditions:

5.2 Invoicing
Three Supplier Reviews will be undertaken as listed in the Review Schedule
The purpose of each review will be to determine whether the Supplier has:
delivered the procurement items as described in the Scope of Work
delivered procurement items which meet the Review Criteria specified
operated in accordance with the terms and conditions of this Supplier Contract
The Project Procurement Manager will be responsible for undertaking each Supplier Review
The Supplier will be notified within 10 working days of the completion of each review and informed of any deviations
as well as the actions needed to correct them. The Project will then provide the Supplier with a timeframe for
resolving the deviation before a dispute is raised.
The Supplier must have provided the Project with a valid invoice, dated on the last day of the month.
The Project must have taken charge of each of the procurement items as specified by the Delivery Schedule.
There must be no outstanding actions required to correct deviations.
Only the YourSurance Project Manager may approve a supplier payment.
Payment will be made in the form of an electronic bank transfer into the Supplier's bank account.
Page 6of 7 MPMM

All invoices should be dated the last day of the month to which the invoice applies. The Project will raise any queries
and/or issues to the Supplier regarding the invoice within seven days of receipt. Upon approval, the invoice will be
processed, and payment will be made by the 20th of the following month. If a dispute is raised regarding an invoice, the
project team will pay the undisputed portion of the invoice, and the Project and the Supplier will deal with the disputed
amount separately.

5.3 Confidentiality

During the course of this contract, you (the Supplier) may acquire confidential information relating to our business,
project and/or customers. You agree to keep this information strictly confidential at all times, even after the project has
been completed. You will not use or attempt to use it for your personal gain or the gain of any other person. You may
disclose confidential information only to the extent that such disclosure is necessary for the execution of your
responsibilities under this contract. This does not apply to information which must legally be disclosed or becomes
available to and known by the public.

The Client shall be the owner of all intellectual property created by the Supplier to supply the procurement items listed in
the scope of work. This includes but is not limited to all documentation, source code and designs. If the Supplier wishes
to retain ownership of any intellectual property item to be produced during the Project Lifecycle, then it must raise this
as an issue with the Project prior to the start of work. All intellectual property developed by the Supplier for the Project
must be handed over to the Project within 10 working days of the conclusion of the Project Lifecycle.

5.4 Termination

Either party may terminate this contract by providing the other party with 30 days' formal written notice. At that point in
time, the Supplier's invoices up to the date of termination will be paid and all intellectual property handed over, unless
the project team has formally raised a dispute with the Supplier. Upon termination, the Project Team and Supplier will
be released from all responsibilities set forth by this contract, with the exception of the stated confidentiality clause in
section 5.3.

5.5 Disputes

In the instance that an issue is identified and remains unresolved even after direct negotiation between the Supplier and
the Project, a formal dispute must be raised and the other party notified of that dispute in writing. The matter in dispute
shall be referred to and settled by a mutually agreed-upon arbitrator. The decision of the arbitrator will be final and
binding on both parties. After the resolution of the dispute, both parties shall continue to undertake their responsibilities
under this contract as if the dispute had not occurred. A dispute may be raised at any point in the Project Lifecycle.

5.6 Indemnity

The Supplier warrants that the procurement items delivered under this contract will operate without failure for a period
of 12 months from the completion of the Project Lifecycle. The Supplier will indemnify the Client for any loss and/or
damages resulting in such a failure, up to (but not exceeding) the total value of this contract.

5.7 Law

This contract shall be governed by the legislation of the United States of America.

5.8 Agreement

This contract constitutes the entire contract between both parties and it supersedes all other contracts, agreements or
understandings previously or currently in existence. Only changes authorized in writing shall constitute a modification to
this contract.


Page 7of 7 MPMM

Planning Phase Review Form
Health Efficiency Project
Planning Phase

Perform Phase Review
Reported by: Michael Robinson
Following recent publicity and an escalating number of public complaints,
the Government has decided to perform a formal review of the
Department of Health. The purpose of this review is to identify potential
efficiency improvements to increase the level of health service offered to
the public. For example, one issue commonly experienced is the
increasing length of time that patients have to wait to receive surgery. It
is hoped that this review will identify efficiency improvements which once
implemented, will greatly improve the level of health service provided by
the Government.

Given the enormity of this exercise, it has been agreed that this review is
to be undertaken as a Business Process Re-Engineering (BRP) project and
will be outsourced to an independent consulting company who specialize
in undertaking such projects for large organizations. The project will
address the:

Organizational structure within the department
Core health services currently offered by the Department of Health
Internal processes undertaken to provide those services
Technologies used to support those processes
Information required by staff performing those processes
Case Study Profile
Project Name: Health Efficiency
Project
Project
Organization:
BPR Associates
Project Type: Business Process Re-
Engineering
Project Client: Department of
Health
Project Manager: Michael Robinson
Project Activity: Perform Phase
Review
This Case Study provides a completed
Phase Review Form for a business
process re-engineering project. The
As the overall Project Manager on behalf of the Government, I am personally responsible for overseeing the completion
of this review and presenting the results to the Government for approval. I have already appointed a project team and
selected a top consulting company (BPR Associates Ltd) to complete the review exercise, within a nine month period.

In order to start the Execution phase of the project (during which time BPR Associates will perform the review), I
needed to perform a "Phase Review" to assure the board that the project is planned in sufficient detail and is ready to
proceed to execution. The following Phase Review Form has been completed and presented to the Project Board for
approval.

PROJECT DETAILS
Project Name: Health Efficiency Report Prepared By: Michael Robinson
Project Manager: Michael Robinson Report Preparation Date: 16 April 2006
Project Sponsor: Bob Mertins Reporting Period: 28 Feb - 15 April
Page 1of 5 MPMM

OVERALL STATUS
Summary

To date, the project has produced all of the planning documentation required to progress to the Execution phase. We
are currently operating within the specified budget and each of the required deliverables has been approved. However
additional time was spent undertaking the Tender Process to select a preferred supplier and as a result, the project is
now two weeks behind schedule. Given that the overall project timeframe is nearly 12 months, this delay amounts to a
< 5%="" slippage="" and="" can="" most="" likely="" be="" recovered="" during="" the="" execution="" phase.=""
we="" expect="" that="" the="" overall="" project="" can="" still="" be="" delivered="" on="" time.="">

Approval is immediately sought to continue to the next phase of the project: Execution.

Project Schedule

The project is currently two weeks behind schedule. This slippage arose from delays in gaining the boards approval of
the preferred supplier, as recommended by the project team. While the tender process was undertaken and the
supplier recommendation made within the scheduled timeframes, several key members of the Project Board were
away on holiday when their approval was required. Thus, the preferred supplier approval was delayed by two weeks.
All other planning deliverables were produced and approved on time - as per the original schedule.

Following this two-week delay, we have revisited the Project Plan and identified a new sequence of tasks that will
enable us to produce the final project deliverables two weeks ahead of time - thus mitigating the effects of the current
slippage in delivery dates. We are therefore confident that the overall project will be delivered within the original
schedule as required.

Project Expenses

The project has completed all of the tasks required to date, within the original budget specified. We are currently
operating at 95% of the designated budget and therefore have additional contingency available for the Execution
phase, if required.

Project Deliverables

The project has produced the following deliverables:

Project Plan

Resource Plan

Financial Plan

Quality Plan
Work Breakdown Structure created listing all phases, activities and tasks
Project schedule defined and approved by Project Sponsor
All resources required to undertake the project listed
Total amount of each required resource quantified
Resource consumption scheduled and approved by Project Sponsor
All required financial expenditure identified
Monthly budgeted consumption approved by Project Sponsor
Page 2of 5 MPMM

Risk Plan

Acceptance Plan

Communications Plan

Procurement Plan

Tender Process

Supplier Contract
Clear set of quality targets identified
Quality Assurance and Quality Control reviews scheduled
All risks involved in undertaking the project identified
Likelihood and impact of each risk identified
Schedule of mitigating actions defined and approved by Project Sponsor
Criteria required to gain the customer's acceptance documented
Acceptance Schedule approved by Project Sponsor
Project stakeholders and their information requirements defined
Communications Scheduled approved by Project Sponsor
Defined the scope of work to be outsourced to a preferred supplier
Scheduled the activities required to select a preferred supplier
Process for selecting a preferred supplier documented and undertaken
Statement of Work (SOW), defining our detailed procurement requirements, created and released
Request for Information (RFI), requesting registrations of interest, released to potential suppliers
Request for Proposal (RFP), requesting proposals, released to our shortlist of potential suppliers
Final supplier selected (based on proposals received) and approved by Project Sponsor
Negotiation with the supplier for the delivery of the "scope of work" successfully completed
Supplier Contract signed and approved by the Supplier and Project Sponsor
Project Risks

We have identified the following high priority risks for the project, along with mitigating actions:

Risk Actions Required to Mitigate Risk
The Senior Management may not be available
during Project Execution to grant approvals as
required, leading to further project delays.
Inform Senior Management of the timeframes involved in gaining
approvals and request the support of the Project Sponsor to ensure
that approvals are gained as required to achieve the project
schedule.
The project team is not able to recover the
two-week slippage already experienced.
The Project Manager will keep detailed forecasts throughout the
project, to ensure that the Project Board is informed early of a
potential slippage in the final delivery date.
Page 3of 5 MPMM

The pressure on the project team to recover
the two-week slippage leads to a reduction in
quality.
Measure the level of quality throughout the process, by
implementing a Quality Management Process.
Project Issues

We have identified the following high priority issues on the project, along with actions for resolution:

Issue Actions Required to Resolve Issue
The project team has produced the deliverables
two weeks after the scheduled delivery dates.
Tasks within the Project Plan have been re-sequenced to regain
the two weeks lost, during the Execution phase of the project.
Project Changes

We have determined that there have been no significant changes to the scope of this project to date:

Changes Actions Required to Implement Change
None.
There have been no changes to the scope of the project. The project team has operated within the strict
scope of the agreed Project Charter.
PLANNING PHASE REVIEW DETAILS
Review Category Review Question Answer Variance
Schedule Was the Planning Phase completed to schedule? NO
Expenses Was the Planning Phase completed within budget? YES
Deliverables:
Project Plan Was a Project Plan approved? YES
Resource Plan Was a Resource Plan approved? YES
Financial Plan Was a Financial Plan approved? YES
Quality Plan Was a Quality Plan approved? YES
Risk Plan Was a Risk Plan approved? YES
Acceptance Plan Was an Acceptance Plan approved? YES
Communications Plan Was an Communications Plan approved? YES
Procurement Plan Was an Procurement Plan approved? YES
Page 4of 5 MPMM


Supplier Contract Was an Supplier Contract approved? YES
Risks Have all project risks been addressed? YES
Issues Have all project issues been addressed? YES
Changes Are there any outstanding project changes? NO
APPROVAL DETAILS
Supporting Documentation:

The following documentation is available (if required) to support this Phase Review Form:

Approved Project Plan
Approved Resource Plan
Approved Financial Plan
Approved Quality Plan
Approved Risk Plan
Approved Acceptance Plan
Approved Communications Plan
Approved Procurement Plan
Statement of Work (SOW)
Request For Information (RFI)
Request for Proposal (RFP)
Supplier Contract
Project Manager's personal notes regarding each of the risks, issues and changes listed above
Signature:
_______________________
Date:
___/___/____
THIS PROJECT IS APPROVED TO PROCEEED TO THE EXECUTION PHASE.
Page 5of 5 MPMM

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