Amba 604

blossom crime syndicate Improvement de Mexico, SA de CV determine forge Team quad Folasade Bamidele Alibaloye buns C Caputo Garner Frederick Hixson bully G Rosado AMBA 604, Section 9093 Professor Stewart February 6, 2004 meridian consider forge T up to(p) of confine Section I. II. III. decision maker Summary psychiatric hospital aim ecesis Organization graph intuitive feeling Responsibilities Staffing send offs IV. c be Process Management Objectives Priorities Monitoring/ coercive Mechanisms V.Technical Process invent Computing frame regorge design adaptation Process Computer practice session Policies manifestation Guideline Support excogitate acceptance Process Lessons Learned certificate VI. subscribe Packages, Dependencies, historys & reckons flirt Packages Dependencies throw off cypher Summary Tasks on the Critical thoroughfargon designation intercellular substance 3 4 5 5 6 7 10 10 10 10 11 11 12 12 13 13 13 14 14 17 20 23 24 25 2 sc everyyw ag VII. inletory A Appendix B apex forecast frame I. Executive Summary bloom fireside Improvements has goaded it essential that expansion into protrudeetary markets mystify place immediately. bill Home Improvements has initiated a enunciate venture with local anesthetic personaners in Mexico city to invent eyeshade Home Improvements SA de CV. The mark of this set about(predicate)nership is to open extremums counterbalance Do It Yourself (DIY) hearth repairment line of descent minute outside(a) of the United reads, to join the competition mind on and establish a ground in international markets. This written document spells out our computer programme for the pop outs success. The considers suspensor is the bloom chief executive director officer, Alex R. Fitzgerald. This suffer is the front step in his strategic initiative to hit the capital flower into international markets.Based on sagaciousnesss, it is slender that heyday SA de CV realize the opening of this interject in 12 months or less with a budget of up to $7. 5 million. A discern run a risk is line of longitudes lack of association in international markets. As a result, we bequeath rely heavily on our partners to help us mitigate well-heeled heathenish issues and navigate local nuances of disdain. Beca practice of the soft issues, rest on schedule is a key driver of stick out success. To mitigate risks to the invents small style, we cast construct sustenance cowcatchers into the schedule, and added a mold pilot burner to the thrust end.Our cast outlines staff responsibilities and a staffing plan for intercommunicate proceeding. This staff has strong stomach from collective headquarters, a defined scope, budget, cartridge clipline, and 3 wreakes by which to execute the plan. Included in these bear up mavens is a bodily structured switch everyplace examine process that ensures changes atomic number 18 relevant, followed do, and controlled. In addition, this document, and the ac social clubing forecast plan clearly identify dependencies that digest impact jump out execution. We have set-apart these dependencies into mandatory, external, and arbitrary dependencies (Schwalbe, 2004).Doing this has enabled us to maximize programing efficiency. meridian SA de CV has an established applied science infrastructure to draw upon. Our plan impart leverage this technology hited radio receiver local argona net profits, corporate servers, and habituate of leap out anxiety software. Finally, we leave behind enforce a feedback process to capture lessons lettered for our future expansion into international markets. peak declare oneself formulate II. Introduction point Home Improvements de Mexico, SA de CV intends to build a 100,000 sq ft retail 4 induction in Mexico Distrito Federal (DF).This effort is part of covers schema to string out into the international root improvement market s. Our Mexico urban center livestock nominate be the sign pertain into Mexico to encounter in our competitors head-on outside the United States. This witness is critical to Acmes long-term strategy to blow a fuse beyond the US b companionships. Headquarters has allocated $7. 5 million to complete this proletariat. Strategic conjunctive with Acmes long-term goals, assure with similar projects, and an assessment of the competition dictates that we complete this project indoors 12 months. Our project is a reefer venture with local interests.The project go away be challenging for Acme, with in herent risk laying in our inexperience in international joint ventures. Soft issues, heathen charitable mental imagery issues leave be as much of a driver of m one(a)tary value and schedule as the hard issues like supply and execution. It is critical to the success of this project, and perhaps the schemes international growth strategy, that this project be stainless on time, and on budget. The organization anticipates mathematical schedule delays and cost overruns ascribable to cultural suppositions and misunderstandings.K without delaying that schedule delays lead touch cost and international expansion strategy, we pay item attention to the projects critical course of instruction (see Appendix A, and the accompanying MS throw sends net pasture diagram land out). To deal with these risks, the aggroup has built some(prenominal) nutriment time- caramel browns into the utilization dividealisation schedule, at cons setts along the critical driveway (Goldratt, 1998). A large project buffer has alike been added to encourage the end of the project. prudence to the sentry duty buffers along the critical path entrust contri excepte to the teams successful execution of the project.This plan presents an overview of the project organization, including the teams organization chart, project responsibilities, and staffing plans. Next, the plan addresses the organizations counselling process related to this project. Managements objectives, priorities, Acme advise Plan and monitor and control mechanisms are cover in this section. The projects technological process plan is covered next, reviewing such(prenominal) things as the IT place upright and rule of thumbs for the project, processes for pass, and toleration of the plan, and the process for documenting lessons intentional on the project.Lastly, this plan discusses the work big moneys, dependencies, schedules and project budget. We arrest with a look at the project organization plan. III. roll Organization Organizational chart 5 Acme Home Improvements de Mexico pose gimmick & Opening bulge out Organization Chart vigilant by put-on Tarea, Project jitney rear end Tarea Acme Projects Project tutor Sade Venda Acme Store jitney Anita Socio Acme Mexico HR theatre director Donna Promueva Acme Mexico despoilketing Fred Conde Acme Finance Joe Martillo win d Manager mare Diseno Architectural ContractorThis organizational chart shows the control and communications organization for the project. Every one of the team members reports to the Project Manager. Team members are from unlike cognition areas and separately lead contri howevere with their knowledge and skills to the project. Acme Project Plan Project Responsibilities Project Sponsor, Alex R. Fitzgerald, chief operating officer Acme Home Improvements. Mr. Fitzgerald 6 has been CEO of Acme Home Improvements for 10 years. He set-backed with the company 25 years ago, running(a) in one of the beginning Acme Stores. He behave offed as a conventional department manager and worked his way up through Acmes chain.He attended telephone line crop at the University of Maryland University College. Mr. Fitzgerald has unsurpassed expertness in the DIY Home Improvement business and has lead Acme through an extraordinary period of growth. Mr. Fitzgerald has a strategic resourcefulne ss that mandates Acmes expansion into international markets. His high consume of interest in this project domiciliate non be overemphasized. His role as project grass is to take ultimate responsibility for the project. He moldiness sign off on the project charter, confirm successful out make do of project milestones, and provide leadership and support to the project manager.At a recent executive retreat, Mr. Fitzgerald commented, With the growth of technology, and productivity, the world has never go through the level of wealth and opportunity for homeownership that it is experiencing now. Our office to extend competitive and grow is hearty leechlike on our ability to expand into international markets. John Tarea, Project Manager John is in cathexis of managing the whole project, and the members that are in charge of the project activities. Also, he is in charge of working with the sponsor and any general good deal pertaind with the project.His role is important sin ce he should be able to manage the difficulty in an effective manner for the project to recreate its goal. Joe Martillo, locution Manager Joe is in charge of managing the verbal expression activities of the project. As a heavily proletariated team member, project planners go away watch for constraints associated with this project resource. To enable Joe wreak the tress project schedule, he has been allocated the obligatory budget to carry mingled local trades-people and complex body part specialty firms. Acme Project Planmaria Diseno, Architectural Contractor Maria is the midland designer that researched 7 competitive interjects in Mexico, became long-familiar with Acme bloodline designs in the U. S. , and knowing the retentiveness to be constructed in this project. Fred Conde, Acme Finance Fred is in charge of pecuniary oversight of the project. He go out give ear team members in analyzing bids, projecting costs, and arrogant expenditures. Sade Venda, Acme Sto re Manager Sade go forth be in charge of managing the store when it is operational. She give in any case collaborate with H. R. anager, Anita Socio, and Anitas staff in the recruitment, interviewing, and readiness of fresh employees. Anita Socio, Acme Mexico HR Manager Anita pass on be in charge of the recruitment effort and teach of the staff office hired to work in the store. She impart work obturately with the Store Manager. Donna Promueva, Acme Mexico Marketing Donna leave collaborate with Maria Diseno and Sade Venda on the design and layout of the store national, displays, and descent. She is to ensure the store reflects the trade strategy for the Mexico City market.She is in charge of acting local market analyses, selecting products, and designing merchandising, advertize and packagingal efforts for the store. An assignment matrix crowd out be seen in appendix B. Staffing Plan The following charts illustrate the projects staffing and knowledge plans from tri ne locations. The first graph presents baseline staffing plans, non taking into consideration feeding buffers that depart likely push the actual dates adjacent to the store-opening deadline of March 1, 2006. The second chart depicts overture training targets, and the third illustrates contractor staffing learns.Acme Project Plan 8 Acme Staffing Plan 100 90 80 70 60 50 40 30 20 10 0 Jan Mar May Jul folk Nov Project Managers Acme- Accts, IT, Supt conduce Contractor Sub-Contractors Sub-Contractor boilers Training Team available exits part Heads Store Employees 1 declivity as opening goal Acme SA de CV Training 100 90 80 70 60 50 40 30 20 10 0 Jan Mar May Jul Sept Nov Training Team Functional Leads Department Heads Store Employees Acme Project Plan 9 Acme SA de CV social organization Team 30 25 20 15 10 5 0 Jan Mar May Jul Sept Nov Lead Contractor Sub-Contractors Sub-Contractor LaborersNow that we have discussed the project staffing and responsibilities, we play to the pr oject management processes, including the objectives, priorities, and monitoring and arrogant mechanisms of the project. Acme Project Plan IV. managerial Processes This section of the project plan provides an overview of Acmes perspective of this 10 project from the point of view of the top managers. Included in this section volition be a watchword of top managements objectives, priorities, Management Objectives The Acme de Mexico project has triad primary objectives 1) Complete the cardinal localize component preparation activities on time and at/ beneath cost. ) perform the Acme Mexico FD situate opening with a staff fully trained and integrate into the company. 3) Leverage success in Mexico FD to expand and compete across the greater Mexico. Priorities The first priority is completing the face site on schedule. Operations essential promptly assess the impact of unknown and unannounced typefaces as they occur. Delays to the schedule drive up our costs. The second priority, which change by reversals the first priority as the site nears completion, is the hiring and training of a store staff. The staff mustiness be fully knowledgeable and fluent in Acmes processes and procedures.Monitoring/ Controlling Mechanisms Acme is new to Mexico and thus implores about very item tools and techniques to ensure that we remain in control of the project. Given the come in of variables that we whitethorn come up against in this project we go forth have a very strong change control process. This change control process will meet three main goals (Schwalbe, 2004) 1. set the factors that create change ensure that the change is beneficial and impact to time, scope, and budget is understood. 2. tick off that the craved change has occurred.Acme Project Plan 3. Manage the changes as they occur onerous to minimize the number of changes the project is subjected to. (p. 122). 11 on that point are specific criteria that will drive changes. Specifically, we h ave a management military reserve pot set aside. The reserve will be called upon if our SPI pass aways below 90%. The additional capital played out will be tightly pore upon the flowing problem and prevention of reoccurrence. Should twain our SPI and CPI fall below 90% senior management will cause involved to assess status and affect needed changes. V.Technical Process Plan Having now seen the projects organization plans and managerial process plans, we fold now to a few technical aspects of the project. This section describes the technical approach pathes to control and support this project. In it, we describe the technical processes and approaches relating to this projects cipher system, computer usage policies, plan modification processes, body structure guidelines, acceptance process, and documentation process of lessons learned. We begin with an overview of the computing system utilise to support the project.Computing System This project will utilize Acmes wide area network, via radio set access at the construction site, maverick office locations, and residences. Utilizing portable personal computers, the project manager and team will access the various project tools using MS Project, synchronizing local copies with the master file on the company server. Acme will utilize MS Project emcee and MS Project Web doorway features to allow project team members to view, collaborate, and update project cultivation from various removed locations and connections. All project plan outputs will be date and time stamped.Modifications to the plan will be tracked electronically, log a record of who changed what, and when the changes were do. Acme Project Plan Project Plan Modification Process Only the Project Manager will be able to diversify the schedule, budget, and the work 12 breakdown structure (west by south) lots of the work plan. modifications resulting in delays greater than quintette workdays or adding more than $5,000 to the budget dep end must be approved first by the project sponsor. All new(prenominal) changes may be made at the discretion of the project manager. Individual team members will be able to update undertaking completion progress in the work plan.All changes must be pass on on the following Change prayer striving Change put across Form Project Name find Request Submitted Title of Change Request Change Order Number Submitted by (name & partake reading) Change Category Scope history Description of change requested Events that made this change necessary or desirable. justification for the change/why it is needed/desired to continue/complete the project daze of the proposed change on Scope Schedule approach Staffing Risk Other Suggested murder if the change request is approved required approvals Name/TitleCost Technology Other interpret Approve/Reject (Schwalbe, 2004, p. 630) Computer engagement Computer use will accede with Acme Home Improvement, Inc. s corporate computing policies, av ailable online to employees on the company intranet. Employees crapper access the corporate intranet through the company server WAN, or over the Internet. Acme Project Plan tress Guideline Support Standards for implementing the site construction will comply with Acme Home Improvement, Inc. s mental synthesis Guidelines. Since the guidelines were developed for use in U. S. onstruction projects, however, the project team will consult Mexico City based impartiality firm, 13 Goodrich, Riquelme y Asociados (anonymous, n. d. ). The team will coordinate activities related to zoning, environmental practices, and respectfulness with some other local and federal regulations with the law firm. Project Acceptance Process The project manager is amenable for obtaining sign-off from the project sponsor and project manager at individually milestone, and at project completion. The following form will be apply to document acceptance of the projectClient Acceptance/Project Completion Form Pr oject Name Project Manager I (We), the undersigned, acknowledge and accept refundy of the work completed for this project on behalf of our organization. My (Our) signature(s) prove to my (our) agreement that this project has been completed. No pull ahead work should be done on this project. Name Title Signature Date 1. Was this project completed to your satisfaction? Yes No 2. Please provide the main suit for your satisfaction or dissatisfaction with this project. 3. Please provide suggestion on how our organization could improve its project delivery capability in the future. Schwalbe, 2004, p. 633) Lessons Learned Documentation Acme Project Plan The project manager is responsible for completing a summary of lessons learned throughout the project. The lessons will be record on the form below, added to Acme Home Improvements repository of project lessons learned, accessible through the company intranet. Lessons Learned Report Prepared by Project Name Project Sponsor Project Mana ger Project Dates Final Budget 1. Did the project meet scope, time, and cost goals? 2. What was the success criteria listed in the project scope statement? . Reflect on whether or not you met the project success criteria. 4. In terms of managing the project, what were the main lessons your team learned? 5. Describe one utilisation of what went right on this project. 6. Describe one example of what went wrong on this project. 14 7. What will you do differently on the next project, based on your experience working on this project? (Schwalbe, 2004, p. 624) VI. Work Packages, Dependencies, Schedules and Budgets Work Packages The seven major activities of which Acmes construction project consists, involve various work packages.By definition, work packages are tasks at the lowest level of the work breakdown structure or WBS (Schwalbe, 2004). The preparation of the site and laying of the stand is the first course in the construction process. The understructure is the most important part of construction and requires a substantial meter within the ap administered budget for structure materials, as well as time. This fix up involves the preparation of the site, which may involve any(prenominal) weeding, smoothing and sectioning, onward the laying of the sewer pipes, cover slabs and the sectioning of drainageAcme Project Plan 15 gutters. These different tasks are altogether estimated to take a summation of about 50 days, a little over 5 weeks or over a month. Factored into the time is the acquirement of the necessary materials and labor. The next step is the expression of the ramparts, floor and hood of the structure. Once the knowledgeability is underway, the next step is to contract grammatical construction the actual store structure. This involves several work packages including the framing of the floor and walls, and the construction of the roof of the build.The carving out of the different sections of the store, such as the offices, break rooms, gree nhouse and bathrooms alike occur here. The estimated time here is about 45 days. The habituation here is of the finis to Start type (Schwalbe, 2004), which necessitates that the construction of the walls, floors etc, will not take off before the completion of the foundation. Since these construction work packages are on the critical path, and the construction resources could become a constraint, we inserted a fifteen-day feeder buffer to ensure any delays in the critical path construction activities do not delay the rest of the project.Next is the adroitness of the galvanising and bathymetry fixtures. Pipes are run through the building at this point for wet outlets at designated spots, including the break rooms and bathrooms. plumb fixtures such as urine closets, toilets, sinks and imbibing fountains are installed. Electrical work is existence done at this point, with the inductance of equip, cabling, outlets, the installation of electrical generators, and subsequently the connection to serve up for both(prenominal) electricity and water. Work here is slated for a union of 45 days.Building construction wraps up with the last of the interior, and the stocking of inventory. Here, the necessary ironic walling, painting and finishing is applied to the interior of the building, there later on, the interior decorators take up the strain of smoothing and designing to the specifications provided. Other work packages at this point are floor planning for product location and shelf arrangement. The croak part of the interior is the stocking of the shelves with products after all interior fixtures have been tested for safety and durability. Acme Project Plan 16The building of the garage is not directly dependent on most of the preceding processes up to this point, but does necessarily occur after the preparation for the site has taken place. So, this portion of the project belongs after the foundation for the site has taken place and the adjacent wa ll has been erected. The construction of this, like the main building, will involve installation of the garage foundation and the framing of its walls, which are then painted, and ending with the marking of put spaces. The schedule for finishing the store and the garage allows for 155 days, which includes some other feeding buffer of twenty days.Acmes construction plan includes an outer garden, and ornament for this is for 10,000 square feet. This operation will involve the landscaping of the already sectioned area, which entails the layering with soil, rock and concrete slab placing as designed pave installation and finally, the planting of selected plants and flowers. This is schedule for a intact of 40 days. This time takes into consideration the various needs of the selected plants and the time needed to ready the soil for planting. Throughout these activates, the marketing and promotion planning proceeds.Scheduled to conclude as the store becomes ready for opening, the m arketing work package begins with an analysis of the market, including a competitive analysis, a consumer analysis, and an analysis of Acmes strengths and opportunities in the market. Next, the project calls for the outgrowth of a product, pricing, and promotion plan. Last comes preparation of the merchandising, advertising, and grand opening promotion plan. These marketing activities are scheduled to take one hundred eighty days, but they do not fall on the critical path, nor do they require resources that appear at risk of macrocosm a project constraint.The last order of the project is to hire and train the employees for each of the departments. This process will involve the ad of vacancies. It will also involve a selection process of interviewing, checking of references and candidate consideration. The training may likely be done in groups and will entail node work dynamics and necessary need-to-know information on products existence sold. This takes time and has been sched uled to Acme Project Plan take 65 days, twenty of which are a feeding buffer at this potence constraint along the critical path for a timely store opening.Dependencies Work on the site is dependent upon several things and based on several assumptions. There is an assumption that we have a specific piece of commercially zoned real the three estates selected 17 and purchased. There is also the assumption that we have, in hand, the required permits to begin construction and open for business. Acme could not begin the joint venture with its local partners without these items in hand. We would rely heavily on our partners knowledge of local and regional governmental processes and procedures. Our 12-month timeline could not start until this initial hurdle was cleared.With permits in hand, construction could begin. The mandatory dependencies are such that a natural progression of events must occur for the completion of the structure. Each event is a unique task, however, many are highly d ependant on other activities. Certain tasks, like laying the foundation, have finish-to-start relationships with their predecessors. The foundation cannot be poured, obviously, until the site is cleared, leveled, and differently alert. Other activities, like establishing a expeditious construction site office, can start simultaneously with another(prenominal) activity, such as beginning to prepare the site, but no sooner.This would be an example of a start-to-start relationship. Of course, other dependencies are also possible. Some tasks must finish along with other activities, small-arm others must finish before another can start. Following is a look at dependencies in the project. As already mentioned, the site must be prepared before the foundation can be laid. Similarly, construction of the walls and floors is dependant upon the foundation being established first. Another finish to start dependency involves building the roof. The walls must be holy before a roof can be cons tructed.Any delay in completing the wall will push back the start of constructing the roof. A feeding buffer is inserted at this point on the critical path to guard Acme Project Plan against slippage on the project schedule by the construction resource, which is utilise heavily at this point of the project. Likewise, the walls must also be constructed before wires and plumbing can be run 18 throughout the building. Wiring is designated as having a start to start dependency with instal the generator and electrical circuit boxes. set the electrical fixtures, however, is dependant on three predecessors being completed first.Wires must be run, walls must be dry-walled, and electrical service must be established with the advantage provider. Much like the electrical fixtures, plumbing fixtures cannot begin to be installed until the pipes have been run, drywall installed, and water service established with the utility provider. end the interior presents another series of finish to st art dependencies. contends and roof must be up before they can be dry-walled. The dry wall must also be installed before they can be painted. Painting is a necessary fountain to installing the shelves and display units.Since these activities fall on the critical path where resources are close to being overloaded, an additional feeding buffer is added here. If any of the string of finish to start dependant activities falls behind schedule, the feeding buffer will help uphold the project schedule. transporting the inventory cannot begin until the interior is finished. We, therefore, have another finish to start dependency. The construction of the garage is a task that would drive how much inventory we can handle, assuming it is used partly to store inventory.With the interior complete we could stock a certain sum up of inventory but the garage would have to be complete before we could finish taking pass along of our entire inventory. This would really be a both an external depen dency and discretional dependency. It is a discretionary dependency in that we could stagger our inventory ordering to take receipt based on how the store is completed. If for, example the lights take the longest to receive, from an inventory perspective, we could stagger the completion of the Acme Project Plan 19 interior portion of the structure.We could order our inflammation inventory date completing a different areas interior first and stock it, then come along and finish the interior of our lighting department in time to take receipt of the inventory. It is also an external dependency because we do not control the timetable that our suppliers deliver on. There is inherent risk in setting up a just-in-time approach to taking receipt of inventory. If, for example, our supply of wiring for electrical instillation is unstable or unpredictable, we may not be able to wire-up our lighting department in time to take receipt of our staggered inventory order.The consummation of discr etionary dependency that we establish is item on our tolerance for risk. Completion of paving and landscaping is purely discretionary. We could build the pose lot and landscaping almost whole independent of the rest of the project but it would not make much sense. This task must simple be finished prior to opening the business. Most of our vendors would need the paving completed for access to the property. It would be a start-start for our inventory.It seems sensible to pave the parking lot simultaneously with paving the garage, making this a start-to-start dependency with pouring the garage concrete. Hiring and training employees is both a discretionary and external dependency. At a macro-level it is outwardly dependent upon the retail and construction course market in Mexico City, it we hire, rather than contract for, construction workers. If the construction market is soft in Mexico City in the window where we are to hire employees, it is likely we will have many applicants with construction expertise applying for work, in an effort to supplement their incomes.If the construction market is brisk when we are to hire, we may have a harder time purpose experienced construction labor. Acme Project Plan 20 As a discretionary dependency, we can begin hiring and training when we deem best. While it is optimal to train most of the floor employees in a fully stocked knack that is virtually operational, we could train the core of the stores management/ department heads at one of our American stores.It would be desirable for these new managers to see how a fully functional store runs and meet with US counterparts to gain lessons learned. Acme SA de CV will groom promising managers at its Mexico City site to open new stores across Mexico, so it is to our advantage to train new managers as early as possible. Having discussed the work packages, and task dependencies in the project, we turn now to a breakdown of the $7. 5 million project budget. Project Budget Acm e Home Improvements de Mexico, SA de CV 12 Month Construction Budget get up COST DESCRIPTION 1.Construction Materials Temporary Utilities/Rentals shot / Blasting Footings / Drainage Foundation/ sealing Retaining Walls Underground Utilities Trenching, Backfill, unruly Grading concrete Slab City Water / Well & eye City Sewer / Septic System Sewer/Septic/Underground Connections City Water/Underground Connections Gutters and Downspouts privileged Masonry Rough shut in Materials Structural Steel Trusses impound &Other wood types Plumbing fixtures harry System HVAC Electrical Lighting, Cabling, etc.Electrical Generators SUBTOTALED AMOUNT 1 Acme Project Plan outdoor Stairs Rough Framing Labor Roofing materials Windows & out(prenominal) Doors Garage Framing Garage Doors Exterior Stucco Exterior Siding/Masonry Exterior Painting insularity Sheetrock/Taping Vanities Cabinets Interior Trim Interior Doors Hardware Bolts, screws, cords, etc. Carpentry adorn Soil Granite / Rocks Plan ts Walkway Slabs Interior Shelving units Equipment letting Safety Equipment Other Total Materials Cost 2.Overheads and Other be Personnel salaries station Project Workers Consultants / Professionals Administrative personnel Construction Laborers Accommodation Travel Utilities (Phone, electricity, water) Supplies (Stationery, postage, printing, etc. ) insurance policy (Workers Compensation) Teachers / Trainers Other Total Overheads and Other Costs 3. parentage & Labor Costs expatriation Products Truck rentals Loading & Off dispatch Other Labor Duties (Customs & Excise) Total Inventory Costs 40% or USD 3. 0 million 3 20% or USD 1. 5 million 2 40% or USD 3. 0 million 21 Acme Project Plan 2 Considerations 1 The percentages and USD estimates are based on a USD 7. 5 million budget. remuneration and Salaries may vary significantly, especially with the current exchange rate of 1USD = 11. 1345 MXN and the difference in the cost of living between both countries. This is cheaper in Me xico and since most labor used will be local, the cost of it may be lower than estimated. 2 3 It is possible that the cost of inventory may vary from the above stated due to considerations such as delays and pressures of delivery, but with more of a leaning towards an increase.Assumptions The assumption of the total cost for construction materials is derived from the size of the facility to be built and all that will be required to build it, with a sizeable amount of the cost buzzer towards the materials for the foundation and walls. Mainly personnel payment and salaries rule the total budget amount for the overheads, with a majority of this going to the nonrecreationals or experts in charge of various sections of the project. The total number of people working on this project, aside from its management committee, is estimated to be in the neighborhood of 78.The division is as follows somewhat 60 for all construction activity and interior work. Among these, professionals are est imated to be five, with a distribution of 1 garage expert, 2 interior designers and 2 building experts. nearly eight for landscaping duties, with one professional among them. Approximately 10 company professionals for the initial hiring and training of employees. The products to be for inventory will likely cost about as many dollars as the construction effort, if not more, due to shipping, handling and the payment of duties on them. Acme Project Plan VII.Summary Acme Home improvements international expansion strategy begins with this project. The 23 companys joint venture in Mexico City, will lead to the companys first store outside the United States. Within xii months, and $7. 5 million, the project team is pass judgment to plan, locate, construct, and open the companys first international home improvement store. This plan provided an overview of the project organization, management processes, technical processes, work packages, dependencies, schedules and project budget. succ essive this document is a MS Project work plan, and Project Charter.We believe the information contained in these documents lay out a realistic plan to enable Acme Home Improvements to successfully open its first store outside the U. S. By executing the plan above, we believe Acme can complete this strategically critical project on time and on budget. Acme Project Plan Appendix A 24 Tasks on the Critical form Task Prepare site arrange foundation Site & Foundation wide awake Build walls Construct roof victuals cowcatcher Install floors Dry Wall Paint Feeding Buffer Stock Inventory Duration 40d 10d 0d 15d 5d 15d 10d 10d 10d 20d 10d Start barricade Dependncy 3 4 6 7 8 9 22 23 25 26 27FF 37 38 39 40 Resource Construction concrete & Paving Joe Martillo Construction Construction John Tarea Concrete & Paving Drywall Painters John Tarea Stock Workers Joe Martillo sympathetic Resources John Tarea Human Resources Anita Socio John Tarea Mon 2/28/05 Fri 4/22/05 Mon 4/25/05 Fri 5/6/05 Fr i 5/6/05 Mon 5/9/05 Fri 5/6/05 Fri 5/27/05 Mon 5/30/05 Fri 6/3/05 Mon 6/6/05 Fri 6/24/05 Mon 6/27/05 Fri 7/8/05 Mon 7/11/05 Fri 7/22/05 Mon 7/25/05 Fri 8/5/05 Mon 8/8/05 Mon 9/5/05 Fri 9/16/05 Mon 8/8/05 Fri 9/2/05 Fri 9/16/05 Fri 9/16/05 Fri 9/16/05Interior Finished & Inventory stocked with 0d Recruit, interview & hire employees 30d Feeding Buffer Train employees Employees Hired & Trained Project Buffer 20d 15d 0d 82d Mon 9/19/05 Fri 10/14/05 Mon 10/17/05 Fri 11/4/05 Fri 11/4/05 Fri 11/4/05 Mon 11/7/05 Tue 2/28/06 Note Feeding buffers have been inserted along the critical path where resource constraints exist, and a project buffer has been added to protect the end of the project. Acme Project Plan Appendix B Responsibility Assignment Matrix Responsibility Assignment Matrix for Acme Home Improvements de Mexico Site Construction and Opening Project 25Prepared by John Tarea, Project Manager Date 2/5/05 1. 1 Joe Martillo Donna Promueva Anita Socio Construction Concrete & Paving Electri cians Plumbers Drywall Painters Stock Workers Landscapers Human Resources P R 1. 2 R 2. 1 R 2. 2 R 2. 3 R 3. 1 R 3. 2 R 3. 3 R 3. 4 R 3. 5 R 3. 6 R 3. 7 R 3. 8 R 4. 1 R 4. 2 R 4. 3 R 5. 1 6. 1 R 6. 2 R 6. 3 R 7. 1 R 7. 2 8. 1 8. 2 R R R P P P P P P P P P P P P P P P P P P P P P R P R = Responsible for task P = Performing task P Acme Project Plan Resources Anonymous. (No Date). Mexico business opportunities and good framework. Retrieved February 4, 2005 from http//www. exico-trade. com/firm. htmlgra. Anonymous. (No Date). Mexico business opportunities and legal framework. Retrieved February 4, 2005 from http//www. mexico-trade. com/sense. htmlzon. Goldratt, E. (1998). Critical chain. Great Barrington, MA The North River Press. Hampton Group, The. (2001). PMTalk newsletter. The project management knowledgebase http//www4pm. com. Retrieved February 3, 2005 from http//www. 4pm. com/articles/PMTalk07-24-01. pdf. Rigby, sight (2003). Technical Management a pragmatical approach. 2nd Ed ition. Retrieved February 3, 2005 from http//home. btconnect. om/managingstandard/techman. htm. 26 Reed Construction Data. (2004). RSMeans preliminary cost estimate. Retrieved January 29, 2005 from http//www. firstsourceonl. com/Means/members/result. asp? prname=&project=300&gsf=100000& push=&Calculate. x=24&Calculate. y=2&Calculate= submit. Schwalbe, K. (2004). Information technology project management (3rd ed. ). Boston Course Technology. State of Texas, Department of Information Resources. (2003, April 17). Planning guideline Template project development plan. Retrieved February 2, 2005 from http//www. dir. state. tx. us/eod/qa/planning/projplan. htmtechplan.