QSO 640 Milestone One Guidelines and Rubric
Overview: In the final project, you will develop a complete project plan for a hypothetical organization. Each milestone assignment will help you complete
portions of the final project. In this milestone, you will analyze the Fabricant Manufacturing Project (case study available in MindEdge) and begin tasks related
to initiation. You will first define the project in the project charter during the project initiation phase.
Prompt: The goal of this milestone is to apply project management skills acquired in the first three modules to a real-world project or situation. The analysis of
the Fabricant Manufacturing Project case study (in Mindedge) should include an evaluation of the selection criteria, alignment with the organization strategic
goals, project charter elements, project initiation approval, and stakeholder analysis (Template).
Specifically the following critical elements must be addressed:
I.
Project Initiation
A. Identify the economic, technical, and organizational feasibility of the project. For instance, how is the project a viable fit within the organization?
B. Explain how the project aligns to the organization’s strategic goals.
C. Develop a project charter that includes a high-level scope of what is to be accomplished.
D. Create a high-level timeline and cost estimate to complete the project.
E. Identify the concerns of the internal and external key project stakeholders.
F. Compare the level of support from all key project stakeholders to inform the course of action resulting in success of the project.
G. Complete the stakeholder analysis template.
Guidelines for Submission: Your draft of the Project Initiation portion of your final project should adhere to the following formatting requirements: 3–4 pages,
double-spaced, using 12-point Times New Roman font and one-inch margins. Utilize table(s) within your document as you create the high-level timeline and cost
estimate. You should use current APA-style guidelines for your citations and a reference list with a minimum of two sources.
Instructor Feedback: This activity uses an integrated rubric in Blackboard. Students can view instructor feedback in the Grade Center. For more information,
review these instructions.
Critical Elements
Project Initiation:
Feasibility
Proficient (100%)
Identifies the economic, technical,
and organizational feasibility of the
project and how the project is a
viable fit within the organization
Needs Improvement (75%)
Identifies the economic, technical,
and organizational feasibility of the
project, but does not discuss how the
project is a viable fit within the
organization or is inaccurate or
cursory
Not Evident (0%)
Does not identify the economic,
technical, and organizational
feasibility of the project
Value
10
Project Initiation:
Strategic Goals
Explains how the project aligns to the
organization’s strategic goals
Project Initiation:
Project Charter
Develops a project charter that
includes a high-level scope of what is
to be accomplished and is detailed
appropriately
Creates a high-level timeline and
estimate of cost to complete the
project
Project Initiation:
High-Level Timeline
Project Initiation: Key
Project Stakeholders
Identifies the concerns of key project
internal and external stakeholders
Project Initiation:
Support
Compares the level of support from
all key stakeholders to inform the
course of action of the project
Completes the stakeholder analysis
template
Project Initiation:
Stakeholder Analysis
Template
Articulation of
Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Explains how the project aligns to the
organization’s strategic goals, but
explanation is inaccurate or cursory
Develops a project charter, but does
not include a high-level scope of
what is to be accomplished
Does not describe how the project
aligns to the organization’s strategic
goals
Does not develop a project charter
15
Creates a high-level timeline and
estimate of cost to complete the
project, but response contains
inaccuracies
Identifies the concerns of key project
internal and external stakeholders,
but response either contains
inaccuracies or is overgeneralized
Compares the level of support from
all key stakeholders, but discussion
contains gaps or inaccuracies
Completes the stakeholder analysis
template, but template contains
inaccuracies
Submission has major errors related
to citations, grammar, spelling,
syntax, or organization that
negatively impact readability and
articulation of main ideas
Does not create a high-level timeline
or estimate of cost to complete the
project
15
Does not identify the concerns of key
project stakeholders
10
Does not compare the level of
support from all key stakeholders
15
Does not complete the stakeholder
analysis template
10
Submission has critical errors related
to citations, grammar, spelling,
syntax, or organization that prevent
understanding of ideas
10
Total
15
100%
Graded Case Study 1, Part I
Project Selection
Fabricant Corporation manufactures and distributes highly specialized metal parts to over 1,000 clients across
the Northeast. With state-of-the-art facilities, Fabricant is the leader in designing, prototyping, and
manufacturing engineering flexible materials for solar power, medical, aerospace, and electric power
applications.
As Fabricant has grown and expanded its base of shareholders, its mission has evolved from merely providing
quality products at a competitive price. Today, the company strives to create shareholder value and
demonstrate corporate social responsibility by continuing to be a leader in energy conservation, research, and
development of advanced technologies.
Lee Feinberg, the company's CEO, is eager to live up to Fabricant's public commitment by engaging in
activities that drive continuous improvement on key sustainability metrics. Specifically, he has tasked his
senior management team to propose projects that will align with the following objectives:
1. Reduce energy consumption by a minimum of 20%
2. Raise community consciousness of environmental issues and concerns
3. Generate a return on investment of at least 15%
After several months of research by her staff, Janice Scott, the Head of Strategic Planning for Fabricant,
brought the following project proposals for consideration:
1. Solar panel installation on the main manufacturing facility
This 200,000 square foot manufacturing facility consumes 9.5 million kWh of electricity per year. The facility
has just over two acres of rooftop that is suitable for solar panel placement. According to estimates, this
installation would generate about 700,000 kWh of renewable energy per year, while offsetting over 500 tons
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of CO 2 . The installation of 1,500 240-watt photovoltaic cells would cost about $700,000, net of federal
investment tax credits. With estimated energy savings of $50,000 per year and annual solar renewable energy
credits (SRECs) revenue of $70,000 per year, the solar panel investment is expected to break even in 5.6
years, with a 10-year return on investment of 20% ($120,000 per year for 10 years, with a discount rate of
7%).
This facility is also in a highly visible location adjacent to a major highway, with 300,000 people driving past
the building on a daily basis. The public exposure to the facility's solar array will raise community awareness
to renewable energy sources and create positive perception for Fabricant's commitment to environmental
sustainability.
2. Interior and exterior retrofit of industrial lighting throughout facilities
The second project proposal involves replacing high energy consumption lighting fixtures in all Fabricant
facilities with more efficient technologies, including the following:
Replace metal halides with LED technologies
Replace T-12 fluorescent lighting to T-8 Vaportite fixtures
Retrofit offices and break rooms with sensors and new fluorescent fixtures
Install wireless sensors and motion detectors throughout offices, production stations, and break rooms
to automatically turn off lights
These changes are estimated to produce energy savings of over 1.1 million kWh per year as well as $142,000
annually in utility costs. After energy efficiency incentives and utility partner rebates, Fabricant's total cost of
the upgrades is expected to be in the $65,000 to $75,000 range so the program will provide immediate
financial and environmental returns. In the first year alone, this program is likely to produce an 89% ROI.
To generate positive community and client awareness for this sustainability initiative, Scott recommends that
Fabricant include the results in the company's newsletter and client literature, and on its website.
3. Adoption of less energy intensive welding processes in production facilities
A third proposal is to shift from traditional fusion welding processes (arc welding and laser welding) to
friction stir welding (FSW). In addition to providing solutions for persistent joining problems, FSW consumes
less material and energy while reducing fumes and gases. The proposed project is to develop a prototype
system that proves the suitability of FSW for a range of Fabricant's welding situations (e.g., engine
components, high performance aircraft parts, fuel tanks, etc.). Based on a feasibility study using the
prototype, the team will decide whether to pursue implementation of a FSW process development plan
(including design, controls, and process knowledge) at 12 welding workstations.
FSW reduces welding energy and material consumption by as much as 70% (estimated savings of $2,000 per
machine), compared to traditional arc welding techniques. Finally, FSW saves a considerable amount of
welding time, compared to arc welding, due to higher welding speed and fewer ancillary processes. In all,
Scott expects a shift to FSW, where feasible, to save $24,000 per year.
FSW machine investment, licenses, tools, and personnel training would be approximately $400,000. The
expected life of FSW equipment is five years.
Scott believes Fabricant's clients, especially government entities, will perceive the use of FSW process and
technology to be a competitive advantage, indicating high quality, cost effectiveness and energy efficiency.
QSO 640: Project Management
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Before you move on to the next section of the case study, identify the problems and/or issues that you'll need
to include in your analysis. Document this information, and consider how you will integrate it into your
evaluation of the project.
QSO 640: Project Management
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Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
Graded Case Study 1, Part II
Initiating
When Feinberg and his senior management team reviewed the list of proposed projects, they were pretty
convinced that they should pursue the industrial lighting retrofit project, to take advantage of current
programs offering tiered incentives on kWh reductions. For Feinberg, this project seemed like "low hanging
fruit" when it came to energy savings for the company.
Feinberg and Scott spoke with Sam Massoni, the program manager for American Grid, to learn about the
utility's lighting retrofit program, including incentives and program requirements. After that, they assigned an
internal project coordinator, Vivian Liu, to serve as the project manager for the initiative.
Liu already had several time-consuming projects on her plate and wasn't eager to add another one, but she
knew most of her colleagues were in the same boat. She knew she would have to work as efficiently as
possible, while trying not to get bogged down in too many unnecessary steps.
After several meetings with Scott to understand project requirements and scope, Liu created a stakeholder list.
Because the lighting retrofit was largely concerned with energy efficiency, she selected the same stakeholders
that were included on a recent project implementing GPS technology to remotely monitor idling and fuel
consumption patterns of Fabricant's distribution vehicles. For this particular project, however, she added
Massoni as an external stakeholder and project consultant. She figured it would be good to include at least one
external perspective, as long as it wasn't a negative one. If there was one thing Liu had learned on previous
projects, it was that negative stakeholders are incredibly difficult and time-consuming to work with.
Stakeholder List
Name
Role
Interest Power
Classification
Lee Feinberg
CEO
High
Positive
Janice Scott
Strategic Planning
Medium Medium Positive
Sam Massoni
Program Manager, American Grid High
Paul Callahan
Distribution Logistics Manager
High
Medium Positive
Medium Low
Neutral
Transportation Specialists Truck Drivers
High
Low
Neutral
Elwood Vaughn
Systems/IT Director
Medium Low
Neutral
Trudy Noble
Environmental Manager
High
High
Neutral
Jeff Salvatore
PR/Communications Manager
Medium Low
Neutral
When identifying the lighting retrofit project team, Massoni also listed the same team of professionals from
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the GPS remote monitoring technology project. From what she could tell, these people all had a solid
understanding of the cost/benefit economics and environmental impacts of fossil fuel usage and could ensure
a successful outcome.
Project Team
Vivian Liu
Project Manager
Sam Massoni
Program Manager, American Grid
Paul Callahan
Distribution Logistics Manager
Elwood Vaughn Systems/IT Director
Trudy Noble
Environmental Manager
Perry Silverman Finance Analyst
Jeff Salvatore
PR/Communications Manager
Emmitt McAuley Occupational Safety and Health liaison
Matt Stevens
Strategic Planning Assistant
Because most of the project team members had worked together on the GPS technology project and others
like it, Noble suggested that they review the lessons learned they had captured at the conclusion of the last
project. Others concurred, but Liu did not believe those lessons needed to be considered, especially with so
many other things to do to get started. "I think we all know where things got off track the last time. I'm sure
we won't make the same mistakes again. Besides, we'll have a consultant from American Grid helping us out
this time."
Liu's next step was to establish the project's boundaries and to communicate clear acceptance criteria to the
project team and stakeholders. She engaged Mitch Cyterski, Fabricant's Head of Facilities, and several of his
staff to identify the project's acceptance criteria because they had the functional knowledge pertaining to all
facilities' infrastructure and operation, including lighting systems.
Acceptance Criteria:
Replacement of all metal halide and T-12 fluorescent lighting fixtures with energy-efficient options
Installation of sensors in all offices, warehouses, production facilities, and break rooms
Baseline computer simulation model to measure and verify ongoing energy savings from the project
Life cycle cost analysis and economic evaluation for each new fixture
Documentation of maintenance standards
After Liu shared the stakeholder list and acceptance criteria with Feinberg and Scott to solicit their input, she
QSO 640: Project Management
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took a moment to check her email. There was a message from Ken Simmons, one of the production foremen,
relaying complaints his staff had about the upcoming lighting replacement work in their area of the shop
floor. They did not want to deal with the mess and disruption that this was going to cause, especially where
there didn't seem to be anything wrong with the existing lighting. Furthermore, they were unwilling to work
any overtime hours to catch up on lost shift productivity. Liu had already heard similar complaints from other
people about the project so she decided to skip her lunch break and take the time to draft her own replies to
Simmons and other "negative" constituents in order to refute each individual complaint.
Before you move on to the next section of the case study, identify the problems and/or issues that you'll need
to include in your analysis. Document this information, and consider how you will integrate it into your
evaluation of the project.
QSO 640: Project Management
Copyright © 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited. PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI
Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
Graded Case Study 1, Part III
Project Planning
For project planning purposes, Liu distributed the project scope statement below as the requirements
documentation for the team and as primary input to the project charter. Because the project was expected to
have a short duration, she decided that a work breakdown structure would be unnecessary.
Project Scope Statement:
Fabricant's proposed industrial lighting retrofit project will aim to identify and replace the most energyintensive lighting fixtures in all office and production workspaces in order to achieve significant cost savings
and reduce energy consumption. This project will include detailed financial analysis and energy usage
baseline modeling to ensure success and continuous efficiency improvement going forward.
The initial cost estimate for this project is $310,000, which is expected to be offset by incentives and rebates
of $245,000.
Specific Deliverables
1. Comprehensive energy audit of each building;
Document existing lighting fixtures and types, including housings, dimensions, and method of
installation that must be addressed as part of retrofit recommendations
Measure all existing lighting levels of each space and functions/personnel that operate there
2. Recommendations for targeted lighting systems and cost-effective replacement technologies
Determine final quantity, type, and location of existing fixtures, lamps, and ballasts to be replaced
Identify areas that will have occupancy controls or motion detectors to turn off lights when space
is unoccupied
Provide total number of recommended lighting components and related costs
3. Life cycle cost analysis and economic evaluation that factors in cost, maintenance cost, and utility cost
over the expected life of the building lighting retrofit
4. Waste management plan for disposal of hazardous materials, submitted in accordance with EPA
guidelines
5. Procurement of necessary retrofit materials and electrical components
6. Detailed demolition and installation requirements, including procedures to shut down electric, disarm
fire alarm system, remove materials from property, and protect computer and other equipment
7. Completion of all necessary permit applications and certificates
8. Plan to comply with all Occupational Safety and Health Program requirements (containment of dust,
debris, contaminants)
9. Submission of drawings and construction phase schedule
10. Completion of Phase 1 lighting replacement: Corporate offices
11. Completion of Phase 2 lighting replacement: Production shop offices and break rooms
12. Completion of Phase 3 lighting replacement: Production floor
13. Completion of Phase 4 lighting replacement: Warehouse and parking lots
14. Installation of sensors and motion detectors
15. Delivery of computer model with baseline energy usage and automated tracking system
16. Submission of project close-out documentation
Before you move on to the next section of the case study, identify the problems and/or issues that you'll need
QSO 640: Project Management
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to include in your analysis. Document this information, and consider how you will integrate it into your
evaluation of the project.
QSO 640: Project Management
Copyright © 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited. PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI
Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
Graded Case Study 1, Part IV
The Project Charter
As the project sponsor, Janice Scott proceeded to write the project charter to authorize the lighting retrofit
project and define high level details:
Project
Title
Industrial Lighting Retrofit
Date
October 8, 2013
Project
purpose
Replace existing interior and exterior lighting in all Fabricant workspaces, warehouses, and
break rooms with new technologies
Project
objectives
Fabricant's strategic objectives are the following: create shareholder value and demonstrate
corporate social responsibility by continuing to be a leader in energy conservation, research,
and development of advanced technologies.
Project
See list in project scope statement
deliverables
Project
personnel
Project Manager
Sam Massoni, American Grid Program Manager
Trudy Noble, Environmental Manager
Paul Callahan, Distribution Logistics Manager
Elwood Vaughn, Systems/IT Director
Perry Silverman, Finance Analyst
Jeff Salvatore, PR/Communications Manager
Emmitt McAuley, OSHA liaison
Matt Stevens, Strategic Planning Assistant
Required skill sets: industrial lighting expertise ‐ understanding of appropriate lighting
conditions for various workspaces and factory floor activity; expertise in lighting technologies
and electrical wiring; financial modeling; understanding of public incentive programs;
environmental impact assessment; hazardous material expertise; safety regulations; public
relations communication; wireless sensor technology, tools and implementation; programming;
stakeholder communication, including unions
Risks
Costs will exceed estimates and ROI will be less than expected
Team members do not possess all necessary skills to carry out necessary project activities
Replacement work will disrupt production activities and delay output
New technologies will fail to deliver expected energy efficiencies
Removal and disposal of hazardous materials in old lighting systems
Schedule
summary
Three months from kickoff
Budget
summary
Project cost estimate of $310,000, with expected offsets of $245,000
Measurable
success
criteria
Demonstrated reduction in energy consumption, as measured in comparison to baseline
audit
Improved lighting conditions
QSO 640: Project Management
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Other
project
TBD
limitations
As you complete this last section of the case study, identify the problems and/or issues that you'll need to
include in your analysis. Document this information, and consider how you will integrate it into your
evaluation of the project.
QSO 640: Project Management
Copyright © 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited. PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI
Registered Education Provider logo are registered marks of the Project Management Institute, Inc.
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