Project Management Plan: Quebec City Store Opening This template of a project management plan contains instructions to project managers as well as basic examples of how to complete this document. The italicized text in square brackets clarifies the objectives and context for the information requested in the document and gives further instructions to project managers. When completing this project management plan template, (1) modify all existing text to fit the specifics of your project and (2) delete all instructional information that appears in brackets. (3) Your project management plan and all appendices will be submitted as two files: one MS Word document using this template and one MS Project file that your team creates. You will need to export any elements drafted using MS Excel to include as appendices in this document. 1.  Introduction For the first time, Terrapin Construction Supply Inc. (TCS) is looking to expand its business operations into international territory; TCS will build a new home improvement store building in Quebec, Canada. This project involves designing and constructing the building, a garage, parking lots, and functional landscaping, as well as preparing the site and laying the store’s foundation. Our team has also been tasked with obtaining the appropriate licenses and permits, as well as hiring staff and training personnel. The store must also be stocked with inventory and outfitted with proper shelving and fixtures, and a marketing plan must also be implemented. The purpose of this Project Management Plan for the Quebec City Store Opening is to serve “not simply [as] a schedule of work or assignments; rather, it encompasses a multitude of information about how aspects of the project will be carried out and overseen as they overlap,” (“Project Management Plan”, n.d.). The Quebec City Store Opening Plan is being prepared for all project stakeholders, including the project sponsor, senior leadership, and the project team. 2. Executive Summary of Project Charter For the purpose of this Project Management Plan (PMP), Maryland Creative Solutions (MCS) will assign a project team to make project management decisions in a retail store development for Terrapin Construction Supply, Inc. (TCS).  Chief Executive Officer (CEO) Latoya Green, is spearheading TCS’ upcoming expansion into underserved international markets and will open in 10 months in Quebec City, Canada where the land has already been acquired. This team will plan and execute store construction by stocking inventory and staffing prior to the grand opening.  This plan will be carried out through a project charter authorizing the project manager to begin work on the project and a stakeholder management plan that develops appropriate management strategies to effectively engage stakeholders throughout the lifecycle of the project.  A Work Breakdown Structure (WBS) & Gannt chart will be utilized to define the scope, estimate costs, allocate resources, manage risk and create critical project paths.  A risk register is provided for project managers with a specific list of risks identified, clearly stated and assessed as to their importance to meeting project objectives.  Finally, a project cost estimates that will authorize the project's budget and manage its costs is outlined. This PMP formally documents all the activities needed to open this new store in time; demonstrate mitigation factors that could influence total cost estimate to include Human Resource Management (HRM), Risk Management and Procurement Plan, while still keeping the stakeholders informed and making them a consideration through involvement.   It is recommended that TCS recognize the critical paths of the project as well as the importance of the various key stakeholders by identifying mitigating measures against the identified risks and remaining proactive to prevent delays and economic mishaps to successfully execute this project. 3. Scope Management Work Breakdown Structure [Discuss the project's Work Breakdown Structure as created in your MS Project file (.mpp)] 4. Schedule/Time Management [Provide estimated start and end dates for the project and include any other important dates from your Gantt chart. Provide the Gantt chart in the same MS Project file (.mpp) as the WBS. Be sure to identify the critical path in the Gantt chart. Discuss how you will minimize or avoid delays for tasks on the critical path.] Milestones The table below lists the key milestones for this project, along with their estimated completion timeframe. [If the list of milestones is too long to insert here in the document, include them as an appendix.] Milestone Estimated completion timeframe [Provide milestone benchmarks, for example: project approved to proceed.]  [Provide timeframe for completion, for example: one week after project is authorized.] [Add as many rows as needed.] 5. Cost/Budget Management [Provide a summary of the project's total cost, referencing factors that could influence that estimate. Include the project cost estimate as an appendix.] 6. Quality Management [Not required.] 7. Human Resource Management [Provide a summary of hiring, training and staffing plans here. Include hiring, training, and staffing costs for the store within the project cost estimate appendix.] 8. Stakeholder Management Plan The purpose of a stakeholder management plan is to reduce the risk of miscommunication and missed deadlines that can cause a negative impact.  It also provides the interest and expectations of each stakeholder that plays a key role in the opening and maintaining of the Quebec City Store. The stakeholder management plan consists of customers, government officials, and contractors that provide minimum to high influence based on their role. The benefits of a stakeholder management plan include an understanding of needs and concerns, roles, and objectives clearly defined, and regular cadence for communication.  The stakeholder management plan for the Quebec City Store opening consists of twenty-two stakeholders ranging from CEO to neighboring businesses and residents, all of which play a role in maintaining success in the store once it has opened. Often, organizations do not take into account all influencing factors that are involved with the opening of a new business. Not only are CEO’s or sponsors involved in the decision making, but also local government agencies and residents within close proximity of the new business location, as they help maintain success for the future.  Key stakeholders involved with the critical decision making and execution of store opening include Project Sponsor, Project Team Top Management, and Project Team (Internal Customer). The project sponsor is responsible for the successful execution of the store opening by having a 100% influence on the decision making (Ranängen, 2015). 9. Risk Management A Project Risk Register was completed to identify any potential risks that may threaten the timely completion of opening a new TCS store in Quebec, Canada. “Risk registers at a minimum… list the types of risk, probabilities, potential impacts on the project, and projected responses to such risk,” (“Project Risk and Risk Register”, n.d.). The first risk is the language difference between our staff here and Quebec’s population; while English is our primary language, most individuals living in Quebec speak French. This language difference could increase the likelihood of miscommunication which could render a lack of productivity. Thus, this is a high level risk if left uncontrolled. To prevent this problem, our team proposes the hiring of bilingual staff (in America and Canada), not only to accommodate French-speaking staff in Quebec, but the customers served at TCS as well. When controlled, the risk rating falls to medium.  An oversaturated market is also another risk associated with opening the new store. There are at least two dozen hardware or home improvement stores in Quebec’s city limits, so there is a high level of pre-established competition. The risk of this occurring is high, but our team proposes strong marketing campaigns and community outreach teams. These tools will allow us to identify short-comings of the existing hardware and home improvement stores in the area, and work to provide unique offerings to consumers, thus reducing the risk rating to low. Another risk that we have established as having a ‘high’ rating is the fact that we need a large, multi-faceted, multi-lingual team in a short period of time. Project staff may not be able to quickly fill the positions needed to successfully fulfill all aspects of the project like design, construction, inventory stocking, and retail operations. However, if we can outsource these tasks to other companies that are already operating in or near Quebec, we can lower this risk rating to medium. 10. Procurement Plan [Discuss the important procurements needed for the project (e.g., construction contract).] Appendices: Project Charter Stakeholder Management Plan Project Risk Register Project Cost Estimate Project Management Plan Approval [This page is provided for example only. No signatures are required.] The undersigned acknowledges they have reviewed the Quebec City Store Opening Project Management Plan and agree with the approach it presents. Changes to this Project Management Plan will be coordinated with and approved by the undersigned or their designated representatives. Signature: Date: Print Name: Title: Role: Signature: Date: Print Name: Title: Role: Signature: Date: Print Name: Title: Role: References Project Management Plan. (n.d.). Document posted in University of Maryland University College MBA 670 2198 online classroom, archived at: https://leocontent.umuc.edu/content/umuc/tgs/mba/m... Project Risk and Risk Register. (n.d.). Document posted in University of Maryland University College MBA 670 2198 online classroom, archived at: https://leocontent.umuc.edu/content/umuc/tgs/mba/m... Appendix 1: Project Charter Project Charter: Quebec City Store Opening  Background The purpose of this project is to create a project management plan that documents activities for (TSC).  This will help Terrapin Supply Company (TSC), which is a home improvement supply market, by expanding to international markets.  By opening a retail store in Quebec City, Canada it will reach a broader range of consumers, increase sales and give other opportunities. Goals ·       To expand in underserved international markets ·       To open the first international store in Quebec City, Canada ·       To increase sales and appeal to an international markets ·       Make the company more diverse ·     Get competitive advantage by expanding to a place where their competition does not operate, and gives an advantage to the company ·   Increasing brand recognition, which is part of becoming an international brand and being known everywhere around the world. Scope The end result would be to open a successful retail store in Canada with an increase in sales.  In addition, reach new consumers. Then continue to build the brand recognition by expanding to other countries outside the U.S. to become a company that sells products that many countries know and love. Key Stakeholders Client Terrapin Supply Company Sponsor Latoya Green Project Manager Latoya Green Project Team Members Chyna Lyles Titayshia Harrington Stephanie Forsythe Marie Yuille Marianne Webb Project Milestones The project will start after completion of project management plan in two weeks, which is October 29, 2019.  The project will end in approximately 10 months from the start date. The milestones will be to become familiar with project management concepts, project charter, stakeholder management plan, work breakdown and Gantt chart, create risk register, and project cost with the end result of finishing the project management plan.  The charter can be maintained by focusing on completing the milestones and set goals, while still taking into consideration the risk and constraints that the project may run into.  Project Budget For the estimated total budget, I feel Terrapin Supply Company would need 2 million dollars.  The estimated total includes the development of the store, paving the parking lot, and any other structural building, licensing fees, permit costs and paying staff, inventory and any other costs for a new location.  Some fees for architectural services would be roughly 5-10% of the total amount.  A fee for building permit is $17,000 for new construction and for 110,000 square foot, the store cost approximately $9,500.  The average cost per square foot of a retail store, is roughly $104 per square foot, which would total $11,440,000.  This cost would include included delivery, labor, framing, glass, finishes, drywall, plumbing, fixtures and hvac, stone, tiles etc.  For roofing cost the total would be $440,000-550,000, the price is $4-5 per square.  Next, you need to have parking lots, and you would need around 330 spots, with paving included, the total would be  $115,500.  For inventory to be added to the store for a month and be fully stocked it would cost $522,591.  Finally staffing a new store, you have to include how much you will pay employees, which includes the hourly rate for sales associate of $11 per hour and managers with $20 per hour.  Another expense that would need to be considered is taxation and marketing for the new retail store. Constraints, Assumptions, Risks, and Dependencies Constraints Potential factors that may impact project delivery or completion are weather, finances, building, the property the store will be built on Assumptions ·      That the consumer will like and buy the companies products. ·      Sales will increase because of the expansion ·  That the brand will become more well known Risks & Dependencies ·       Reputation Risks, when expanding internationally the truth is you don’t know how your brand will do and how consumers will view your store or if they will like the merchandise.  ·       Intense Competition, when going into a new market, you don’t know your competition and how well they are doing.  Your competition could hinder sales because you are competing with well-known brands that have already been established in the area. ·       Another risk is failure to comply with Laws.  A new retail store may face issues with things like lease agreements, business license, advertising and more.  This may cause a closing of the store or just a bad reputation. ·       Weather is another risk for the building of the project.  Weather can’t always be predicted and that is something that needs to be factored in when building ·       Differences in cultural and economic conditions with U.S. and other countries can cause barriers. ·       To successfully complete this project all steps need to efficiently be handled and checked numerous times to limit potential problems. Approved By: Latoya Green                                  Latoya Green                        Latoya Green _____________________  _____________________  _____________________ Chief Operating Officer   Chief Financial Officer    Project Manager        Appendix 2: Stakeholder Management Plan Project Stakeholder Management Plan: Quebec City Store Opening Project Title: Quebec City Store Opening Date Prepared: 10-22-2019 Name/Position/Contact Information Role Stakeholder’s Particular Interest Expectations Influence Classification Latoya Green, CEO Project Sponsor Full Disclosure Successful project execution of store opening 100% of decision Very Important TCS‘ President, Vice President, Directors, Division Managers (International Division), Sales VP Project Team     Top Management Full Disclosure Seamless opening of store according to budget 100% of decision Very Important VP Legal Department Project Team (Internal Customer) Full Disclosure Project complies with the international and local Laws of Quebec City, Canada High Influence Very Important Director, Human Resources Resource Manager (Internal Customer) Some Information Fully staffed employees for all open positions Some Influence Very Important Director, Finance Functional Manager (Internal Customer) Some Information Project completed on budget High Influence Very Important Name/Position/Contact Information Role Stakeholder’s Particular Interest Expectations Influence Classification Manager, Inventory Functional Manager (Internal Customer) Some Information Fully stocked and functioning inventory at opening Some Influence Very Important Construction Company Contractor(External Customer) Some Disclosure Complete construction on time and on budget High Influence on Timeline Very Important Architect Sub-Contractor Some Disclosure Complete design and approval of project diagrams High Influence in Decision Very Important Electrician Sub-Contractor Disclosure of Building  and Design Requirements Complete design and construction of electrical components. Minimum Important Recruitment Agency Sub-Contractor Disclosure of open job requisitions and talent needs Sourcing of talent for open positions. Interviewing and hiring of open job requisitions. Minimum Important Vendors - 3000 Suppliers Some Disclosure Supply TCS with products on time High Very Important Shoppers Customers Interested in products Favorable customer experience High Important Canada Federal Government Regulatory Board Government Interested in TCS meeting Canadian regulatory requirements TCS meets or exceeds all regulations and Canadian laws High Important Name/Position/Contact Information Role Stakeholder’s Particular Interest Expectations Influence Classification Quebec City Municipal And Provincial Local Government Interested in local job creation and tax revenue TCS will be a positive contributor to the local community, generate jobs, and increase local tax revenue. Medium Less Important Lobbyist Consultant Interested in ensuring that TCS is able to operate in the political and regulatory landscape TCS will work with the lobbyist to ensure that their needs are met. Medium Less Important Suppliers Vendor Interested in ensuring that TCS is stocked with supplies and that the quality and quantity meet the demands of customers TCS will keep the vendor informed of supply and quality requirements. Medium Important Marketing VP Functional Manager (Internal Customer) Some Information Successful marketing and promotion of new store drawing in shoppers High Influence Very Important Paving Company for Parking Lot Sub-Contractor Some Disclosure Completion of parking lot to scale and on time Some Influence Very Important Network Consultants Sub-Contractor Some Disclosure Seamless implementation of all network systems Some Influence Important Name/Position/Contact Information Role Stakeholder’s Particular Interest Expectations Influence Classification Site Security Sub-Contractor No Disclosure Carry out protection of site perimeter No Influence Less Important Neighboring Businesses and Residents Business Owners/Citizens No Disclosure TCS can benefit from traffic in area businesses and use local stores as vendors. Minimum Less Important Chyna Lyles, Stephanie Forsythe, Marie Yuille, Marianne Webb and Titayshia Harrington Peers Full Disclosure Have a vested interest in the project; be actively involved with the work of the project and develop our team’s capacity to combine insight and foresight in order to continually deliver quality and value to our customers; past, present, and future High Influence Very Important Work Breakdown Structure (WBS) and Gantt Chart [including critical path] Please see the MS Project file. Appendix 3: Project Risk Register 1. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Dramatic change in US-Canadian dollar exchange rates Increase in project cost and need for approvals 2. Unlikely 4. Major MED Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Yes- mitigation. Project team will monitor currency exchange situation during project. Coordinate with TCS finance for assistance in monitoring exchange rates. 1. Rare 3. Moderate LOW 2. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Language difference, Quebec City is a French speaking city Increase in miscommunications that affect business operations. Lack of understanding can lead to lack of execution. 3. Moderate 4. Major HIGH Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Bilingual staff hirings to accommodate staff and customers that only speak French Must coordinate with hiring/HR 4. Likely 2. Minor MED 3. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Seasonal changes during construction Construction may be slowed due to harsh winter conditions in Canada 3. Moderate 3. Moderate MED Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Yes- transfer. Project team will move the impact of the risk to a third party (insurance). Conduct an Environmental Impact Assessment (EIA) to ensure that the environmental effects of the proposed development are properly considered. 3. Moderate 2. Minor MED 4. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Oversaturated local market Hardware stores are abundant in Quebec City; potentially too much competition 4. Likely 4. Major HIGH Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Identify short-comings of previously established hardware stores in the area to provide unique offerings Strong marketing and community outreach internal teams 3. Moderate 2. Minor LOW 5. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Licensing and permits may take longer to acquire internationally Operations may be slowed as proper licensing and permits are required before starting 3. Moderate 4. Major MED Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Yes - Mitigation. Project team will keep open communication with the county to be proactive for any upcoming changes. Ensure any necessary permissions and permits are in place at least 60 days before work is slated to begin. 1. Rare 3. Moderate LOW 6. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Need for large, multi-faceted team is immediate Project staff may not be able to quickly fill positions needed for design, construction, stocking, and retail operations 5. Near Certain 4. Major HIGH Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) May contract certain tasks out to established companies (e.g. design company) 3. Moderate 3. Moderate MED 7. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Construction hazards Potential injury and work-related lawsuits can cause the store's opening to be delayed 3. Moderate 3. Moderate MED Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Yes - transfer. Project team will move the impact (and ownership) of the risk to a third party (insurance). Ensure there is legislation affecting health and safety in design and construction that is covered under the Health and Safety at Work Contractor Liability Insurance policy. 3. Moderate 2. Minor LOW 8. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Financial and economic Budget overruns- the project exceeds its budget and endangers the financial health of the company 3. Moderate 4. Major HIGH Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Yes - mitigation. Team will perform a preliminary assessment of funding options Utilize the meticulous planning skills of the project manager, establish a realistic budget with the financial team and proper coordination with the construction company. 2. Unlikely 2. Unlikely LOW 9. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) High import taxes as well as fees Higher funding may be needed to import goods, materials, man-power, etc. 5. Near Certain 3. Moderate HIGH Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) Goods and materials that are being imported could potentially be sourced in Canada; assembly could occur in Canada instead of the U.S. Resources and man-power available for assembly 3. Moderate 2. Minor LOW 10. Potential risk Impact: What are the potential consequences? Risk levels if left unchecked Likelihood Consequence Risk rating (uncontrolled) Higher wage requirement for staff (i.e. minimum wage is higher in Canada) Higher funding may be required to accommodate staff 5. Near Certain 3. Moderate HIGH Is it possible to deal with the risk? What is the method? Other controls or tools needed Risk levels with controls Likelihood Consequence Risk rating (controlled) May be able to mitigate through prices of goods 3. Moderate 2. Minor LOW Appendix 4: Project Cost Estimate