Project final

Automotive Rejuvenation Project 1

Colorado Technical University

Automotive Rejuvenation Project

Project Draft Plan

JD McKenna

Submitted in Partial Fulfillment of the Requirements for

PMGT405

Project Management 405

By

Group Five

Colorado Springs, Colorado

September 2006


Table of Contents

Abstract: ........................................................................................................................................3
Introduction: ..................................................................................................................................4
Problem Overview: ........................................................................................................................5
Methodology: ..................................................................................................................................6
Phase 1: Defining Phase:
Project Goals ..............................................................................................................................6
Purpose Statement ......................................................................................................................7
Project Charter ...........................................................................................................................7
Project Specifications.................................................................................................................7
Task Requirements.....................................................................................................................8
Statement of Work (SOW).........................................................................................................9
Work Breakdown Structure (WBS) ...........................................................................................9
Team Member Responsibilities .................................................................................................9
Responsibility Matrix...............................................................................................................10

Phase Two: Planning Phase ........................................................................................................10
Project Timeline Overview ......................................................................................................10
Current Upkeep Cost Analysis.................................................................................................10
Forecasted Expenditures (Project Budget)...............................................................................10
Budget Timeline.......................................................................................................................11
.
Phase Three: Execution Phase:...................................................................................................11

Project Management: ..................................................................................................................13
Budget ......................................................................................................................................13
Objectives ................................................................................................................................13
Schedule ...................................................................................................................................13
Communications ......................................................................................................................14
Scope/ Risk Analyst .................................................................................................................15
Organizational Structure ..........................................................................................................15

Stake Holders and Roles: ............................................................................................................16
School Board, Project Sponsor ................................................................................................16
Randy Darling, Project Manager .............................................................................................16
Edward Moran, Project Designer .............................................................................................16
Matthew Sharp, Project Negotiator..........................................................................................17
Matthew Caraway, Project Analysis ........................................................................................17
Loren Schwappach, Project Accountant ..................................................................................17

References .....................................................................................................................................31


Abstract

A prestigious school located in Colorado has noticed that their automotive vehicle fleet

has deteriorated in recent years. To solve this problem, they have contracted our project

management firm. The following document is the project plan that our firm has devised. This

document is crucial for the success of our project.


I. Introduction:

1. Background:

Located deep within the heart of Colorado, our prestigious school has long stood

as an unchallenged leader toward providing superior secondary education services. Our school’s

strong commitment to distinction and quality has forged the foundation of excellence for our

teachers and students. This strict demand for continual quality and performance has driven our

school to a point of brilliance unmatched by any of our competitors. During a recent quality and

assurance analysis of the school’s grounds it was made apparent that the school’s aging vehicle

fleet no longer reflects the school’s high prestige. Furthermore the review illuminated severe

safety problems with several of the school’s vehicles and an over usage crisis creating

considerable irritation between scholastic departments. Through these and other observations the

following statements are made concrete. In order for our school to maintain its’ current superior

educational standing and increase student revenue in such a way as to allow quality and

excellence to distinguish us as Colorado’s leading secondary school, a complete rejuvenation of

the school’s inadequate vehicle infrastructure must be completed. Toward these efforts, the

school has planned to substantially increase the number of local students. The school has also

planned an expeditious high adventure program for students slated to begin early this spring. In

planning a viable solution for the problem the school board met on Friday, 7 July 06 and voted

on the creation of a vehicle fleet project management team. This project management team was

assigned the task of reviewing the current automotive infrastructure of the school and the

responsibility of submitting a practical finalized project plan for board member approval on 29

November 2006.


2. Problem Overview:

The completion and success of the project is of crucial significance necessary for

the prestige, growth, adaptability, and safety of the school and its’ two hundred and fifty students

and forty-three faculty members. The fleet’s replacement is necessary due to vehicle aging,

excessive over-usage, and extreme lack of critical and routine maintenance. The current

automotive fleet has become rundown, dangerous, and unreliable. The transformation of the

fleet is imperative if the school is to complete several of its’ future projects. Two of these

proposed plans are the installment of the high adventure program this spring, and the expansion

of the school’s local student body population of at least fifty students before the start of the next

school year. Through our work with the school board our project team also concluded the

following facts…

The following critical additional resource requirements are required for the

school to meet both current and future scholastic objectives.

Our automotive fleet will require...

 A replacement of the school’s current old and rundown vehicles with new or used

reliable alternatives, utilizing vehicles featuring four-wheel drive, or at least

incorporating front-wheel drive.

 Three additional 20-passenger buses or one larger 50/60-passenger bus.

 Two large, 4-wheel drive SUVs, to support extracurricular programs.

 One full-time auto mechanic.

 Additional two or three new/used mini-vans, to alleviate vehicle over usage.


3. Methodology:

In order to meet the prestigious and essential requirements of the school and its’

students our project team has concluded the following methodical approach toward rejuvenating

our dangerous and neglected vehicle infrastructure. By following this researched approach we

will ensure that the antiquated vehicles are replaced within time and budget constraints and keep

the fleet well maintained into the schools brilliant future. To meet the unique requirements of

this intricate project the approach was divided into three vital phases. Completion of each phase

is imperative for successful project completion.

Phase 1: Defining Phase

The project defining phase involved the formation of project specifications and

objectives. The project team and major responsibilities were assigned. In this phase our team

concluded the following…

 Project Goals: We determined the goal of this project to be the rejuvenation of

the schools existing worn down vehicle fleet through systematic purchase and

replacement of problematic vehicles with sound new and used quality vehicles.

The continued maintenance of these vehicles and maintenance of ground

equipment must also be resolved for successful project resolution. Our goal is to

complete this plan as efficiently as plausible within both time and budget

constraints.


 Purpose Statement: Out team determined the purpose of this project to be the

reengineering of the current infrastructure of the school’s flawed vehicle fleet and

the replacement of faulty dysfunctional vehicles with safe and reliable

alternatives. This project is imperative for both the growth and success of the

school. The purpose of our team is to ensure the successful creation and

conclusion of this project while meeting all project deliverables within the project

time and budget.

 Project Charter: Our project charter was drafted and signed by all project

participants on 5 August 06, a copy of the charter is attached to this document for

board member reference.

 Project Specifications: The following original specifications were used in the

creation of this project plan.

~ Project budget: $180,000 and $50,000 reserved for next calendar year
~ Critical dates derived from first school board meeting:
29 Nov 06 – Present project plan to board
29 Dec 06 – Deadline to spend project budget for fiscal year
21 Nov 08 – Deadline for project completion
15 Dec to 6 Jan – Holiday Recess
~ Required deliverables as determined during the first board meeting:
Increase bus capacity by 50 students.
Hire new automotive mechanic (apply 1st year’s salary to budget).
Purchase two four-wheel drive SUVs for “High Adventure” program.
Replace / restore faulty vehicles with mixture of new / used vehicles.
Note: All vehicles must be 4 wheel drive, or good front wheel drive.


 Task Requirements: The following tasks are essential to the completion of this

project and could critically impact project implementation, closure, and success.

They have been listed in there general order of precedence.

1. Research current administrative costs
2. Research current upkeep costs
3. Research current vehicle market values
4. Research best school bus (purchase / replacement) option
5. Research best SUV purchase option
6. Research best minivan (purchase / replacement) option
7. Research best Sedan (purchase / replacement) option
8. Research cost / contracting options for automotive mechanic
9. Advertise open position for school auto mechanic
10. Screen applicant resumes
11. Interview selected potential applicants
12. Hire / Notify chosen applicant
13. Renovate / prepare maintenance facilities for vehicle servicing
14. Prepare school grounds for replacement / transition
15. Sell old / defective school buses
16. Purchase / Replace (new / used) school buses
17. Purchase (new / used) SUV
18. Sell old / defective minivans
19. Purchase / replace (new / used) minivans
20. Sell old Sedans
21. Purchase new / replacement Sedans
22. Sell old 5 ton truck
23. Inspect / record condition of automotive fleet (AF)
24. Purchase essential replacement / spare parts (AF)
25. Perform critical vehicle maintenance (AF)
26. Perform essential / other vehicle maintenance (AF)
27. Perform routine vehicle maintenance (AF)
28. Inspect / record condition of maintenance utilities (MU)
29. Purchase essential replacement / spare parts (MU)
30. Inspect / Service / Repair 60KW Generator
31. Perform critical maintenance (MU)
32. Perform essential / other maintenance (MU)
33. Perform routine maintenance (MU)


 Statement of Work (SOW): Our project team developed a plan to renovate the

school’s automobile fleet and ensure that proper maintenance could be

sufficiently undertaken. Upon approval from the board of directors, expected on

or shortly after November 29th 2006, the project team will begin executing this

project plan. For the purposes of this document, the term vehicles will refer to all

passenger automobiles, buses, lawn mowers, Cushman grounds vehicles, and the

backup generator when speaking with reference to equipment maintenance.

 Work Breakdown Structure (WBS): To initiate our statement of work and meet

project scope our team created the following work breakdown structure. The

WBS was organized into three main structures. (See appendix: Illustrations 1A,

1B, and 1C)

 Team member responsibilities: The project manager assigned the following

responsibilities to every team member.

a. Check bulletin board and email at least once a day, more often as you approach lesson and
project deadlines.

b. Two of the teammates are on opposite sides of the world and in different time zones. Thus it
was recommended that they try checking the blackboard project site after 6:00pm mountain
standard time.

c. Complete all assigned tasks by the agreed upon deadlines.

d. Notify team members of any delays or issues that may cause delays.

e. Work as a team, volunteer to help out if you see one of your team struggling

f. Once assigned to a task ensure project manager and team is continually updated on task
progression.


 Responsibility Matrix: The responsibility matrix set specific responsibilities for

each team member and their roles towards specific deliverables. It was split into

three phases to correspond with the three phases of the project. (See appendix:

Illustrations 2A, 2B, and 2C)

Phase 2: Planning Phase

The project planning phase involved the planning and research of several critical

project aspects. Through internet research, telephone communication and newspaper

articles our project team developed and concluded a good timeline for project

completion. (See appendix: Illustrations 3A, 3B, 3C, and 3D)

Current upkeep cost analysis: Current vehicle upkeep cost are estimated at

approx $18,000 annually. The total maintenance cost for the last two years was $37,640. This

has been insufficient for adequate maintenance and is one reason for the current vehicle

situation. This amount will be greatly reduced in the future as labor costs will be assumed under

annual salary of mechanic, and regular preventative maintenance will avoid costly replacement.

Forecasted Expenditures (Project Budget): Our project budget requirements

were obtained and used in the creation of our project’s budget plan. Data was compiled by the

project team using internet and field research obtained during the project planning phase. Most

of the used vehicle price approximations were obtained from internet sources. (See appendix:

Illustration 4A)


Budget Timeline: After researching cost constraints using the proposed budget

(See appendix: illustration 4A), our project team concluded a sound budget timeline

necessary to meet board member objectives and successful project completion. (See

appendix: illustration 4B)

Phase 3: Execution Phase

The project execution phase involves execution of the project’s action plan and as

previously mentioned will be enacted upon board member approval. The execution phase

involves action / completion of the following essential deliverables summarized below...

Advertise open position for school auto mechanic: Our team will begin advertising the opening of this new

position utilizing the local city newspaper, word will also be spread through word of mouth and advertised

throughout the local school work centers for 7 days. The mechanic will be required to have ASE certifications in

brakes, steering and suspension, at a minimum.

Screen applicant resumes: Resumes will be gathered and screened looking for experience, reliability, and ASE

certifications. All references will also be verified to insure creditability. Furthermore, selected applicants will be

scheduled for personal interviews to take place over a 2 day period.

Interview selected potential applicants: Interviews will be conducted with each applicant selected during the

screening process. Interviews will probe mechanical knowledge of the applicant as well as the applicant’s ability to

work unsupervised.


Renovate / prepare maintenance facilities for vehicle servicing: The School’s vehicle bay has not been used for

three years, therefore it is reasonable to assume that there will be costs associated with getting this facility back in to

working condition. Our team has set aside $3,000 within our proposed budget for the inspection and repair of these

facilities and the restocking of essential shop supplies. Establishment of vendor accounts for lubricants, shop

supplies, and repair parts will be created during this time.

Prepare school grounds for replacement / transition: Vehicles and grounds will be structured and attended to

allow swift vehicle replacement transitions. Inspection and preparation of the grounds will provide safe and

efficient operations for the mechanic and vehicle operators.

Purchase / Selling of vehicles: If the project plan is approved our team will begin the process of selling and

purchasing the fleets vehicles using the proposed project budget. And deviations of the project budget due to

unforeseen costs / vehicle inspections will be immediately notified to the project manager and brought before the

school board. If the deviation requires increased funding outside of the set project buffer (Set as 10% of the project

budget, see budget plan), a decision will be resolved by the board as to whether the deliverable should be held off

until the schools next fiscal year where an additional $50,000 has already been allotted for this project.

Inspect / record condition of automotive and grounds vehicles: The mechanic will require approximately 1 month

to complete the inspection and record the condition of the school’s entire vehicle fleet. During this time, the

mechanic can request any repair parts as needed.

Purchase essential replacement / spare parts: This cost is difficult to forecast as there are many variables

dependent upon the condition of the fleet after mechanic inspection. Averages will vary from month to month and

year to year, but this will be a fairly new fleet. Our team has set aside 12,000 dollars in the project budget for this

purpose.


II. Project Management:

1. Budget:

Thus far there have been no expenditures to date. Once this project receives

board approval it will expand into its’ third phase and the proposed budget will become

active. Although there are no issues with the budget at this time any issues that result

during execution of the project plan will be immediately brought before the project

manager and the board for analysis and resolution. At a minimum the project team will

update the board on the budget quarterly.

2. Objectives:

All project objectives have been identified and should be met utilizing the current

project timeline and proposed budget. A weekly status update is given to the project

manager and combined in a monthly status briefing for the board to assist in project

vision, management, and resolution. By presenting a clear understanding to each project

participant project efficiency is dramatically increased.

3. Schedule:

The project schedule is on track and has met all proposed expectations

corresponding to the proposed project time line. Phases 1 and 2 are complete while the

project awaits board member approval to begin its’ execution phase. We expect the

project to stay on track and meet all proposed deadlines, although delay in project

approval could stall task completion and drastically impact the project timeline.


4. Communication:

External communication:

Formal: On the first work day of each fiscal quarter, the Board of Directors will

be briefed by the project team. This detailed briefing will include all aspects of the

projects progress, current status, and projected achievements for the next quarter. It will

also cover issues and possible solutions.

Informal: The PM will conduct periodic updates to one member of the Board of

Directors (as appointed by the board) twice a month. These updates will be emailed to the

board member followed by a short face to face presentation. These updates will represent

a snapshot of the project and give the board the opportunity to suggest modifications in a

timely manner of required.

Internal communication:

Formal: Once a week, the team will conduct a project meeting at which they will

brief their individual progress and status. It will also address the team’s collective

progress and status. The meeting will be chaired by the PM. Any issues confronting

members will be discussed and possible solutions will be reviewed and a course of action

selected. The PM will determine if the course of action requires board approval and will

request approval if necessary.

Informal: The team members will communicate with each other and the PM via

telephone and email. Should any issue arise requiring immediate group attention,

additional meetings can be scheduled to address the issues.


5. Scope / Risk Analysis:

The project scope was defined by the board during the school board meeting on 7

July 06. From that resolution this team has made no significant changes with in the

project’s scope. After receiving approval to go forward into the third phase of this

project any changes in terms of cost, schedule and risk could have devastating impacts on

project success. Any such changes in scope will be mentioned in a memorandum to the

board and discussed in depth during the quarterly board briefing. During our analysis of

the projects critical tasks our team has concluded four major potential project risks.

These risks could have drastic consequences on the project. (See appendix: Illustrations

5A, and 5B)

6. Organizational Structure: In order to assign responsibility and provide structured

management to the completion of project tasks our team incorporated a dynamic

project structure. (See appendix: Illustrations 6A)


Stakeholders and Roles:

School Board, Project Sponsor: The School Board is the projects sponsor and was responsible

for voting on the creation of this project and is the essential agent in determining this projects

success. The board will decide whether or not to approve or deny this project after receiving the

final project review and will act as the funding authority if the project is chosen acceptable.

Randy Darling, Project Manager: Working through his second year at Colorado Technical

University, Randy Darling is pursuing his Bachelors of Science in Electrical Engineering. He is

an Army Contractor at Fort Carson with Chugach McKinley Inc. Although his background as a

Project manager is small, his knowledge of automobiles and vehicle maintenance and harsh

determination to earn an A in our class make Randy an excellent choice as project manager.

Edward Moran, Project Designer: Edward Moran is taking his third class with Colorado

Technical University, and is in his second year towards a degree in Information Systems

Management. He is a Certified Associate in Project Management from PMI, and is hoping this

class will help put it all together. Although he has no documented experience in project

management Edward’s ability to think outside the box and follow a project to its conclusion

made him an excellent choice as Project Designer.


Matthew Sharp, Project Negotiator: Matthew Sharp is finishing his second year at Colorado

Technical University, CTU. He has worked at Ford Credit for over five years, starting in

customer service, moved to repossessions/charge offs, and is now working in the learning and

development department, (i.e. training department). He is hoping to move to the leadership team

at Ford Credit. After reading the book, Crucial Confrontations, Matthew became well known

for his ability to communicate at times when there are high emotions and great deals at stake.

This and other features made Matthew our immediate choice as Project Negotiator.

Matthew Caraway, Project Analyst: Matthew Caraway has been attending Colorado

Technical University since August of 2004. Matthew is half way to completing his degree in

Information Systems Management, He currently works in the IT department at Ford Motor

Company at Colorado Springs, CO. His vast experience in the IT department and analytical

skills made Matthew our best choice as Project Analyst.

Loren Schwappach, Project Accountant: Loren Schwappach is currently taking his first class

with CTU. Loren is currently stationed outside of the United States at Camp Humphrey; Korea.

Enlisted in the U.S. Air Force, Loren has completed over sixty credit hours towards his bachelors

of science in electrical engineering, and works as the lead non-commissioned officer in charge

responsible for the operation and maintenance of his squadron’s mobile satellite antenna

terminal. Loren has an extensive background in science and mathematics, and strong sense of

integrity, which made him a great choice as our Project Accountant.


Appendix

Illustration 1A: WBS part 1. Research structure.

Note: All components of this research structure had to be finished before final project

submittal and school board recommendation.


Appendix

Illustration 1B: WBS part 2. Hire, buy & sell structure.

Note: The hire, buy and sell structure incorporates vehicle replacement operations as

well as providing set points of contact for the hiring of an automotive mechanic and

school ground facility preparations.


Appendix

Illustration 1C: WBS part 3. Mechanic structure.

Note: The mechanic structure illustrates the work load the mechanic will be responsible

for completing.


Appendix

Illustration 2A: Phase 1. Defining Stage Responsibilities.

Responsibility Matrix Responsibility

Project Sponsor Project Manager Project Designer Project Negotiator Project Analyst Project Accountant
Tasks (School Board) (Randy Darling) (Edward Moran) (Matthew Sharp) (Matthew Caraway) (Loren Schwappach)

Defining Stage
Develop Purpose Statement Responsible Support Assist Support Assist
Define Task Requirements Assist Assist Support Support Responsible
Create SOW Assist Responsible Support Assist Support
Create WBS Support Support Responsible Support Assist
Define Responsibilities Support Assist Assist Responsible Support
Create Responsibility Matrix Support Support Assist Assist Responsible
Define Project Ground Rules Responsible Assist Support Assist Support

Illustration 2B: Phase 2. Planning Stage Responsibilities.


Project Sponsor Project Manager Project Designer Project Negotiator Project Analyst Project Accountant
Tasks (School Board) (Randy Darling) (Edward Moran) (Matthew Sharp) (Matthew Caraway) (Loren Schwappach)

Planning Stage
Develop Project Timeline Responsible Assist Support Support Assist
Research current administrative costs Assist Support Assist Support Responsible
Research current upkeep costs Assist Responsible Assist Support Support
Research current vehicle market values Responsible Assist Assist Support Support
Research best school bus (purchase / replacement) option Support Responsible Support Assist Assist
Research best SUV purchase option Support Support Responsible Assist Assist
Research best minivan (purchase / replacement) option Support Support Responsible Assist Assist
Research best Sedan (purchase / replacement) option Assist Support Support Responsible Assist
Research cost / contracting options for automotive mechanic Support Support Assist Assist Responsible
Plan Project Resources Responsible Assist Assist Support Support
Plan Project Risks Assist Assist Support Responsible Support


Appendix

Illustration 2C: Phase 3. Executing Stage Responsibilities.


Project Sponsor Project Manager Project Designer Project Negotiator Project Analyst Project Accountant Automobile
Tasks (School Board) (Randy Darling) (Edward Moran) (Matthew Sharp) (Matthew Caraway) (Loren Schwappach) Mechanic

Executing Stage
Critique / tune project draft (2nd) Assist Assist Assist Assist Responsible
Submit project draft (2nd) Responsible Assist Assist Assist Assist
Critique / tune project FINAL draft Assist Responsible Assist Assist Assist
Submit FINAL project plan for School Board consideration Approve Responsible Assist Assist Assist Assist
Advertise open position for school auto mechanic Responsible Assist
Screen applicant resumes Assist Responsible
Interview selected potential applicants Assist Responsible
Hire / Notify chosen applicant Assist Responsible
Renovate / prepare maintenance facilities for vehicle servicing Assist Responsible Assist Support Support
Prepare school grounds for replacement / transition Assist Responsible Assist Support Support
Sell old / defective school buses Support Support Responsible Assist
Purchase / Replace (new / used) school buses Support Support Responsible Assist
Purchase (new / used) SUV Support Support Assist Responsible
Sell old / defective minivans Support Support Responsible Assist
Purchase / replace (new / used) minivans Support Support Responsible Assist
Sell old Sedans Support Support Assist Responsible
Purchase new / replacement Sedans Support Support Assist Responsible
Sell old 5 ton truck Support Support Responsible Assist
Inspect / record condition of automotive fleet (AF) Assist Responsible
Purchase essential replacement / spare parts (AF) Assist Support Support Support Support Responsible
Perform critical vehicle maintenance (AF) Responsible
Perform essential / other vehicle maintenance (AF) Responsible
Perform routine vehicle maintenance (AF) Responsible
Inspect / record condition of maintenance utilities (MU) Assist Responsible
Purchase essential replacement / spare parts (MU) Assist Support Support Support Support Responsible
Inspect / Service / Repair 60KW Generator Responsible
Perform critical maintenance (MU) Responsible
Perform essential / other maintenance (MU) Responsible
Perform routine maintenance (MU) Responsible


Appendix

Illustration 3A:

Project Timeline Overview:

Illustration 3B:

Defining Phase Timeline:


Appendix

Illustration 3C:

Planning Phase Timeline:


Appendix

Illustration 3D:

Execution Phase Timeline:


Appendix

Illustration 4A:

Proposed Project Budget:


Appendix

Illustration 4B:

Budget Timeline Chart & Graph:

Fleet Replacement Project Budget Available
Funds Available

$300,000.00

$250,000.00

$200,000.00

$150,000.00

$100,000.00

$50,000.00

$-
7
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Cost
Activity / Event Gain / Loss Budget Required
Estimate
Project Budget Allotted (Year 1) Loss $ 150,000.00 $ 150,000.00 N/A
Automotive Mechanic Pay Reserved Loss $ (43,800.00) $ 106,200.00 18-Dec-06
Renovate / prepare maintenance facilities for vehicle servicing Loss $ (3,500.00) $ 102,700.00 19-Dec-06
Prepare school grounds for replacement / transition Loss $ (600.00) $ 102,100.00 19-Dec-06
Sell old / defective school buses Gain $ 4,000.00 $ 106,100.00 28-Dec-06
Sell old / defective minivans Gain $ 36,000.00 $ 142,100.00 28-Dec-06
Sell old Sedans Gain $ 96,000.00 $ 238,100.00 28-Dec-06
Sell old 5 ton truck Gain $ 3,000.00 $ 241,100.00 28-Dec-06
Purchase / replace (new / used) school buses Loss $ (8,500.00) $ 232,600.00 28-Dec-06
Purchase (new / used) SUV Loss $ (52,000.00) $ 180,600.00 28-Dec-06
Purchase / replace (new / used) minivans Loss $ (60,000.00) $ 120,600.00 4-Jan-07
Purchase new / replacement Sedans Loss $ (90,000.00) $ 30,600.00 4-Jan-07
Purchase essential replacement / spare parts (MU) Loss $ (2,000.00) $ 28,600.00 29-Jan-07
Purchase essential replacement / spare parts (AF) Loss $ (10,000.00) $ 18,600.00 19-Feb-07
Inspect / Service / Repair 60KW Generator Loss $ (250.00) $ 18,350.00 20-Feb-07
Perform critical vehicle maintenance (AF) Loss $ (1,500.00) $ 16,850.00 2-Apr-07
Perform critical maintenance (MU) Loss $ (250.00) $ 16,600.00 2-Apr-07
Perform essential / other maintenance (MU) Loss $ (500.00) $ 16,100.00 14-May-07
Perform routine maintenance (MU) Loss $ (200.00) $ 15,900.00 14-May-07
Perform essential / other vehicle maintenance (AF) Loss $ (1,000.00) $ 14,900.00 25-Jun-07
Perform routine vehicle maintenance (AF) Loss $ (1,000.00) $ 13,900.00 25-Jun-07


Appendix

Illustration 5A:

Risk Severity Matrix:

Risk Severity Matrix

Vehicle replacement
/ restoration exceeds
5
proposed project
timeline

Detection Difficulty
4 Red zone (major risk)
(1-5)

4

Yellow zone (moderate risk)
(1-5)

Vehicle replacement
Likelihood

Delayed approval by / restoration costs
3
school board exceeds proposed
project budget

5 3 Green zone (minor risk)
(1-5)

Unable to hire
2 reliable vehicle
mechanic

2
(1-5)

1

(1-5)

1 2 3 4 5

Impact


Appendix

Illustration 5B:

Risk Assessment & Response Matrix.

Risk Assessment using (FMEA)

Detection
Risk Event Likelihood Impact Risk Value When
Difficulty

Vehicle replacement / restoration exceeds proposed project timeline 5 3 4 60 Execution Phase

Delayed approval by school board 3 3 5 45 Execution Phase

Vehicle replacement / restoration costs exceeds proposed project budget 3 5 3 45 Execution Phase

Unable to hire reliable vehicle mechanic 2 3 2 12 Execution Phase

Risk Response Matrix
Risk Event Risk Value Response Contingency Plan Trigger Who is Responsible
replace / restore non-critical
Vehicle replacement / restoration exceeds Deliverables fail to meet
60 Mitigate (Reduce) vehicles during summer Project Manager
proposed project timeline deadlines
break.
Delayed approval by school board 45 Retain (Not avoidable) None School board Project Manager

Vehicle replacement / restoration costs exceeds Factor 10% of proposed
45 Mitigate (Reduce) Low funds Project Accountant
proposed project budget project buffer as P-risk buffer

Perform periodic quality
assurance checks of Vehicles fail to meet inspection /
Unable to hire reliable vehicle mechanic 12 Mitigate (Reduce) mechanic to ensure services restoration deadlines; Project Analyst
meet performance complaints
requirements


Appendix

Illustration 6A:

Organizational Chart

School Board
Project Sponsor

Randy Darling
Project Manager

Edward Moran Matthew Sharp Matthew Caraway Loren Schwappach
Project Designer Project Negotiator Project Analyst Project Accountant


References

Kelley Blue Book (2006). Kelley Blue Book- New Car Pricing, Used Car Values. Retrieved

August 19, 2006, from http://www.kbb.com/

Vehix.com (2006). Vehix.com - Home. Retrieved August 25, 2006, from http://www.kbb.com/

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