Unit 5 [GM592]
Unit 5 Assignment: Risk Management______________
In this Assignment, you will be assessed based on the following outcome:
GM592-5: Plan risk management using qualitative/quantitative analysis.
All projects must consider the risks involved in conducting activities resulting in the
project’s product or service. This starts with the product description followed by the
charter, the scope statement, the cost estimates, the schedule, and the quality
standards to be met. Each of these tools identify some form of constraints that can
adversely affect the project’s successful completion.
This Assignment is designed to evaluate your ability to create a risk management plan
and a risk register for the project that you select. You will take the role of the project
manager.
Locate templates from the internet to complete the following requirements:
● You will use the project from the Unit 1 Assignment for the Unit 5 Assignment.
● Create a Risk Management Plan for the project you selected in Unit 1.
● Create a risk register with at least ten identified risks, both positive and negative,
and include a risk response strategy for each.
● Please go to the internet for templates or documents that can help you meet the
requirements.
● The templates or documents that you use must meet all criteria specified in the
grading rubric below.
Components
●
Title page formatted in APA 6th edition style with the following information: Title
of the paper, your name, course number and section number, and date.
● A table of contents using the following headers: Introduction, Risk Management
plan, Risk Register, Conclusion, and References.
● A minimum of three scholarly journal and textbook source references cited and
credited according to APA 6th edition formatting style using a minimum of six intext citations.
● The paper should be focused and to the point, containing between 600–800
words specific to the table of content items (excluding references).
Page 1 of 3
Unit 5 [GM592]
Directions for Submitting your Assignment:
To submit your Unit 5 Assignment, upload all Assignment documents to the Unit 5
Assignment Dropbox. Make sure that you have saved a copy of each of the tools to
submit for this assignment.
GM592 Unit 5 Assignment: Risk Management
Points
Possible
Points
Earned
Content (0-50 points)
1. Risk Management Plan
Discusses the risk strategy.
Covers the methodology.
Discusses the roles and responsibilities.
Provides explanation for funding.
Explains the timing.
Discusses the risk categories.
Explains the stakeholder risk appetite.
Provides definitions of risk probability and impacts.
Discusses the values related to the probability and impact
matrix.
Explains the reporting formats.
Discusses the tracking of risk activities.
2. Risk Register
Includes an identification code or reference for the risk (i.e.,
R12, R13, R14, etc.).
Describes the identified risk.
Specifies the risk owner.
Provides a probability that the risk will occur (from 0% to
100%).
Identifies the impact that the risk will occur (from 1 to 10).
Computes the probability times impact (P x I).
Identifies the risk response strategy for each risk.
Describes the risk response in detail.
Labels risks as “open” or “closed.”
Provides additional comments, if necessary.
Analysis (0-20 points)
Response exhibits strong higher-order critical thinking and
analysis (e.g., evaluation). Paper shows original thought.
Analysis includes proper classifications, explanations,
comparisons and inferences.
Critical thinking includes appropriate judgments, conclusions
and assessment based on evaluation and synthesis of
information.
25
25
7
7
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Page 2 of 3
Unit 5 [GM592]
GM592 Unit 5 Assignment: Risk Management
Writing (0-15 points)
Grammatical skills are strong with typically less than one error
per page. Correct use of APA 6th edition.
Appropriate to the assignment, fresh (interesting to read),
accurate, (no far-fetched, unsupported comments), precise
(say what you mean), and concise (not wordy).
Paper is in 12-point font, and double-spaced with a double
space between. Paper is free of serious errors; grammar,
punctuation, and spelling help to clarify the meaning by
following accepted conventions. At least three scholarly
journal and textbook sources are cited and referenced in APA
6th edition format. Content is between 600–800 words
specific to the table of content items (excluding references).
Total
Points
Possible
Points
Earned
5
5
5
85
Page 3 of 3
Scope Management and WBS
Ryder-Pepsi Scope Management and Work Breakdown
Structure
Kevin Moseley
Purdue University Global
Dr. Jennifer Fleming
GM 592
1
Scope Management and WBS
Table of Contents
Introduction
Page 3
Project Scope Statement
Page 3
Work Breakdown Structure (WBS)
Page 5
Conclusion
Page 5
References
Page 7
2
Scope Management and WBS
Introduction
When conducting a project, Project Managers (pm) must keep track of the timeline and the
responsibilities of the project. Enforcing the scope and creating a work breakdown structure will help
the PM control the flow of the project from the beginning to the end. My plans is to work with Ryder
System, Inc. to open warehouse services to Pepsi in Brampton, Ontario taking over their current third
party logistics provider.
Project Scope Statement
Ryder System, Inc. currently is operating at a Pepsi warehouse facility as a third party in Tracy,
California and we want to capture the market in Brampton, Ontario. By the end of the project we will
fully take control of all warehouse operations including:
•
Project management
•
Inventory control
3
Scope Management and WBS
•
Staffing
•
Human resource
•
Shipping
•
Facilities
•
Finance
Before we take full responsibility of the deliverables listed above, we will be responsible for getting
current inventory from the current third party warehouse company over the facility and also doing a
physical inventory of our own once we take possession of the warehouse. Our team needs to find out if
the current staff works with the previous company or if they are Pepsi associates that can be convert
over to Ryder. Our Legal team will have to study the laws of Canada and know how to address situations
that differ from the United States of America (Baar & Jacobson, 2004). Our human resource team will
aide in hiring and documentations for employees in Canada. Before we start our operation, we will need
to build relationships with the freight carriers that are transporting the loads and find out contact
information for scheduling appointments for drop offs and pickups. Ryder facilities team will need a
blueprint of the warehouse to get utilities and signage set up. Lastly, we will need to gather a plan on
finance metrics that Pepsi and Ryder agree on that are in regards of running their operations.
There are a few constraints to this project startup such as:
•
Unit of measure and speed
•
Legal laws in Canada
•
Support team from United States of America
These constraints could hold back the initiation or progression of the project. In America we use LBS and
MPH but in Canada it is used at KG and KPH. This will need to be corrected for signage around the facility
and for bills of lading information. Another constraint is understanding every Canadian law and statue
4
Scope Management and WBS
there so we do not impose any fines or violations for the company. The last constraint will happen from
the United States of America employees that are coming to Canada to help out with the project.
Work Breakdown Structure
Listed above in the WBS are the objectives to accomplish for the project to be successful. The seven
deliverables are: Project Management, inventory control, staffing, human resource, shipping, facilities,
and finance. The work packages would be administration, physical inventory check, training program
materials, new hires, scheduling, equipment and supplies, and financial metrics. Once we successfully
have each of those work packages completed we are closer to finishing off the project (Hauser, 1994).
The elements in this WBS control accounts would be inventory control, shipping, facilities, and finance.
Conclusion
In conclusion, PM’s need to have control over every aspect of this project to ensure that we are
delivering the service that was presented to the customer (Mansuy, 1991). Time management and
5
Scope Management and WBS
finishing the project on time is imperative for the customer as well because it could cost us more money
to operate longer than we expected (Postula, 1991). Creating a WBS is a great visual tool for
stakeholders to view what we have planned and upcoming in regards to their project. Some may have
suggestions to change some parts and that is fine because we want to deliver a good service to them.
6
Scope Management and WBS
References
Baar, J. E., & Jacobson, S. M. (2004). The keys to forecasting-#2 work breakdown structure. Cost
Engineering, 46(3), 12-14.
Hauser, M. A. (1994). WBS development for an $11 billion transportation project.Transactions
of AACE International, 1994, 7.
Mansuy, J. (1991). Work breakdown structure: A simple tool for complex jobs.Cost
Engineering, 33(12), 15.
Postula, F. D. (1991). WBS criteria for effective project control. American Association of Cost
Engineers.Transactions of the American Association of Cost Engineers, , 7.
7
Ryder-Pepsi Warehouse Project
Kevin Moseley
Purdue University Global
Dr. Jennifer Fleming
GM 592
12/16/2018
1
Table of Contents
Introduction
Pg. 4
Responsibility Chart
Pg. 4
Gantt Chart
Pg. 6
Network Diagram
Pg. 7
Conclusion
Pg. 8
References
Pg. 9
2
Introduction
When conducting a project, Project Managers (pm) must keep track of the timeline and
the responsibilities of the project. Creating responsibility charts, Gnatt charts, and a network
diagram is a beneficial for the customer and team assisting in the project. Everybody involved in
the project will know their roles and what task they are responsible for so there will not cause
any confusion between team members. My plans is to work with Ryder System, Inc. to open
warehouse services to Pepsi in Brampton, Ontario taking over their current third party logistics
provider.
Responsibility Chart
As shown above, we are planning to have five major departments involved with the
success of this project. The five departments are; The Project manager, Facilities team,
Informational Technology (IT), Human Resources (HR), and the Safety team. Each department
will have their own individual team members to assist with the tasks assigned (Herroelen, 2005).
3
The project manager responsibility will be to oversee the entire project and ensure that each
department is getting their tasks done in a timely manner. The Project manager will also be in
responsible for hiring the third party companies.
The administration tasks will be handled by the project manager and they will keep track
of all admins hours contributed to the project. They will also be responsible for sending out
emails, filing paperwork, and facilitating travel schedules for all of the managers coming to assist
in starting up the project. Lastly, they will be responsible for being the main person in
communication with the customer and scheduling meeting to present to them.
The Facilities team will be responsible for ordering and setting up in the warehouse our
signs, forklifts, walkies, battery station, and switcher trucks. They also will be responsible for
regular maintenance issues such as; the pallet racks being stuck, dock door or plate not working,
or if the equipment is having issues. The Safety team will work alongside the facilities team to
evaluate if the equipment is safe and if the signs are hanging in safe locations. Safety team will
also be responsible for training new associates of safe practices in the warehouse and monitoring
the safety on the day to day operations for all associates and managers.
HR responsibility will be to hire new associates and if there was existing staff from the
previous company they will convert them over to Ryder. They will also be responsible for
training the associates on the clocking in and out procedures, culture of our company, and shift
plans for each associate. Our IT team will be responsible for setting up the internet network and
ordering all of our electronics such as; TV’s, computers, printers, mobile scanners, and installing
the time clock for the associates. IT will also be responsible for trouble shooting the day to day
technical issues within the warehouse or with the equipment.
4
Gantt Chart
Figure 1.2 is a Gantt chart of the Ryder-Pepsi Warehouse WBS activities. This chart is a
visual that shows the various tasks that we would need to complete in the recommended days to
launch our warehouse project (Pankaja, 2005). According to our critical path, we will work on
the tasks that would take the longest to complete first such as purchasing and receiving the
forklifts, walkies, switchers, and hiring associates. Not only because the tasks take longer to
complete but they are also the most important to keep up and maintain during our day to day
operations.
5
Network Diagram
1
1
1
Start
1
1
58
25 25
A
0 25
8
E
53
3
I
0
= Critical Path
ES
LS
6
Duration
Task
Slack
EF
LF
26
26
8
9
25
62
3
2
61
69
21 46
B
0 46
27
27
7
F
53
15
10
68
69
2
J
0
5
1
70
71
14 60
C
0 60
28
28
3 18
G
53 71
1
2
K
0
7
1
72
73
72
14
D
0
74
74
3
H
53
21
2
L
0
9
74
74
Finish
The Network Diagram is designed to show illustrations of the start of the project to the
end of the project with incorporating the tasks associated with it (Jarsky, 2011). Listed above is
the Network Diagram for the Ryder-Pepsi Project and the duration of task completion along with
start dates. Within the network diagram it is preferred to start with the tasks that are going to take
longer to complete and most relevant to the project.
Conclusion
It is imperative that Project Managers who are conducting a project must keep track of
the timeline and the responsibilities of the project. Responsibility charts, Gnatt charts, and a
7
network diagram is definitely beneficial for the customer and team assisting in the project. Our
plan is to start this project December 22nd and the estimated completion date is March 19th.
8
References
Herroelen, W. (2005). Project scheduling-theory and practice. Production and Operations
Management, 14(4), 413-432.
Jarsky, C. (2011). On computer modelling of the building process in construction planning and
management. Organization, Technology & Management in Construction, 3(2)
Pankaja, P. K. (2005). Effective use of gantt chart for managing large scale projects. Cost
Engineering, 47(7), 14-21.
9
Running Head: COST MANAGEMENT AND COST SCHEDULE
Cost Management and Cost Schedule
Kevin Moseley
GM 592
Dr. Fleming
12/24/2018
1
COST MANAGEMENT AND COST SCHEDULE
2
Table of Contents
Table of Contents ............................................................................................................................ 2
Introduction ..................................................................................................................................... 3
Cost Management Plan ................................................................................................................... 3
Cost Baseline .................................................................................................................................. 4
Conclusion ...................................................................................................................................... 6
References ....................................................................................................................................... 7
COST MANAGEMENT AND COST SCHEDULE
3
Introduction
With the planning of the Cost management and Cost Scheduling for the Ryder-Pepsi
Warehouse Project, the cost estimates, the sources of funding, controlling, and managing all the
cost attributed to the project will be integrated within a budget (Kerzner, 2018). The cost
management and cost schedule will enable the project team to set the procedures and policies for
documenting the process of ensuring that the project is implemented within its cost constraints.
The Cost Management and Cost schedule will outline the costs of the Ryder-Pepsi Warehouse
Project from the beginning to the end to facilitate cost budgeting, cost control, cost estimating
throughout the lifecycle of the project.
The Project Manager will be accountable for presenting all reports of the project’s cost
until the completion of the project. The Project Manager will also update the Pepsi managers and
executives on the status of the cost management and performance of the project. Reports will be
sent out weekly to recap the previous week and to forecast the cost and expectations for the next
week.
Cost Management Plan
The Cost Management Plan for the Ryder-Pepsi Warehouse Project will cover cost
definition of each element of cost to be incurred, the cost baseline, and the mode of managing all
the costs throughout the lifecycle of the project. The short deadline means that the project must
be implemented within the costs constraints (Harrison & Lock, 2017). While the total costs of
the project stand at $242,550, the other costs relating to equipment, material, and other
components have also been factored into this total costs. The WBS was used as the baseline for
apportioning these cost while work will run from Monday to Friday with a break of two days of
COST MANAGEMENT AND COST SCHEDULE
4
the weekend. Every cost element is estimated in US dollars and rounded off to the nearest 0.1 of
a dollar.
The cost management plan will help the manager to keep the cost of the project under
their control and ensure effective utilization of all the resources. It will also restrict the
implementation within the cost constraints to achieve better and quality performance. In order to
ensure that the cost management plan serves the interests of all stakeholders in the project, they
must be developed in the creation of the plan to ensure active participation in its implementation
through the project lifecycle.
Cost Baseline
The cost baseline provides the process to be used to subject the costs of the project to
control and minimize any changes to the costs to an acceptable level. A change control board
will be set to approve any changes in the cost to avoid possible interference with the project
deliverable (Kerzner & Kerzner, 2017). The project sponsor will then adopt the changes and then
document the changes for future reference. Formal requests will be made for each deliverable to
facilitate cost management and control. Below is a cost baseline that would be used for the
purpose of the project.
Using the cost baseline, the project managers will create a time-phased budget that is
effective in monitoring and measuring the performance of every costs element in the project as it
progresses through its lifecycle. There would be a provision for contingency costs to cater for
the unidentifiable costs elements attributed to the implementation of the project.
COST MANAGEMENT AND COST SCHEDULE
Resource
Name
Ordering
Signage and
Decals
Ordering
Forklifts,
Walkies,
Recharge
Stations, and
Battery
Setting
Internet
Networks
and Phones
Hiring and
Converting
Current
Associates
Installing
TV’s,
Printers, and
Computers
Purchasing
Two
Switcher
Trucks
Purchasing
Two
Miscellaneou
s Office
Supplies
Installing
Punch In/Out
machine
Safety
1 Project
Manager
2
Facilities
3
Information
Technology
4 Human
Resource
5
5
Safety
Team
Total
Hourly
Rate
Total
Estimated
Cost
$650.00
50 520
80
$50.00
$32,500
$140.0
0
$29,400
$20.00
$3,200
$40.00
$8,800
$10.00
$6,000
$60.00
$90,000
$20.00
$10,000
$30.00
$80.00
$6,900
$32,000
$210.00
80
70
60
$160.00
80
80
$220.00
90
50
80
$600.00
600
$1500.0
0
600
700
$500.00
500
$230.00
100
50
80
400
$400.00
COST MANAGEMENT AND COST SCHEDULE
Equipment
Mobile
Scanners
Hiring Thirdparty
Security
Company
Hiring
Janitorial
Staff
TOTALS
6
200
$200
$15
$3,000
$10
500
300
600
1230
250
$800
$8,000
$15
1300
300
630
980
$6320
$12,750
$242,550
Conclusion
In conclusion, the cost management and costs schedule for the Ryder-Pepsi Warehouse
Project will provide a detailed cost management plan on how to implement the project within the
cost constraints. It is for this reason that holidays that fall within the project schedule were
negotiated for between the project managers and the stakeholders to ensure that the project does
not go beyond the scheduled duration. In addition, costs relating to the project implementation
was calculated on an hourly rate and there is no anticipated escalation in costs within the
scheduled timeframe of the project.
COST MANAGEMENT AND COST SCHEDULE
References
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Harrison, F., & Lock, D. (2017). Advanced project management: a structured approach.
Routledge.
Kerzner, H. (2018). Project management best practices: Achieving global excellence. John
Wiley & Sons.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide. Project Management Institute.
7
Running Head: UNIT 4 ASSIGNMENT QUALITY MANAGEMENT
Ryder-Pepsi Warehouse Project
Kevin Moseley
GM 592
1/7/19
Dr. Fleming
1
UNIT 4 ASSIGNMENT QUALITY MANAGEMENT
2
Table of Contents
Introduction ....................................................................................Error! Bookmark not defined.
The Quality Management Approach ............................................................................................... 3
Fishbone Diagram/Ishikawa ..........................................................Error! Bookmark not defined.
Conclusion .....................................................................................Error! Bookmark not defined.
References ..................................................................................Error! Bookmark not defined.
UNIT 4 ASSIGNMENT QUALITY MANAGEMENT
3
Introduction
The Quality Management Plan for the Ryder-Pepsi Warehouse Project will outline the
procedures, process, and activities that can help the final product is of high quality and meets the
end-user satisfactions (Kerzner & Kerzner, 2017). The quality management plan will help the
project manager to implement the project according to the planed quality standard by defining
the quality measurements, controls, assurance, and standards.
The Quality Management Approach
For the quality management plan at Ryder-Pepsi, we will continuously evaluate our
processes, products, and associates to ensure to our customer and end users that they are getting
the best quality. During the project for this new start up warehouse, our plans are to do a quality
walk three times a day with the Ryder team and to send recaps to the Pepsi managers on how we
will address the issues. The objective to doing the quality assessments would be to make sure the
pallets of Pepsi products are being received, put away, or loaded on to the trailer without damage
and with expired products. We also want to have quality associates to operate the forklifts and
walkies to be safe and cautious of the products they are operating around.
Our plan is to have the team leads observe the forklift operators to ensure they are
following safety protocol. Also, they will audit the products in the system that are becoming
aged to prevent giving a customer expired products. They will also audit loads for damages once
the forklift operators off load it from the trailer on to the dock. We will create trailer entry forms,
load evaluation sheets, and use our warehouse management software to send us locations and
products that need to be audited for quality issues.
Not only will products be go through a quality inspection when they enter the warehouse,
they will also get checked prior to entering the yard. If we feel as if the trailer has damage inside
UNIT 4 ASSIGNMENT QUALITY MANAGEMENT
or outside of the trailer then we would refuse to bring the product into the building to be off
loaded into the warehouse and putaway in our inventory. Prior to the product being placed in a
location it would have had four quality checks before it enters into our inventory.
Fishbone Diagram/ Ishikawa Analysis
The biggest issue we will expect at the Ryder-Pepsi warehouse is having unsaleable product in
our inventory. If our team allows unsaleable product then our customer will not be able to make
money off of the product and will lose money. It will be a terrible look for us if our customer
expects for us to take care of their product so they can produce profit and we fail them. We can
4
UNIT 4 ASSIGNMENT QUALITY MANAGEMENT
avoid failure by properly taking care of our inventory by taking preventative measures. We can
protect product from being unsaleable by ensuring that they will be damaged free and using a
FIFO method for our aging inventory.
Conclusion
The Ryder-Pepsi Warehouse Project will be managed using a quality management plan
that has complex procedures, process, and activities which will be carried out to ensure that the
final product is of high quality and meets the end-user satisfactions. Each member of the project
team will be assigned a unique role and responsibility in the quality management plan to ensure
seamless flow of quality management and coordination of all the assessments and review
process. The most significant thing is to ensure that there process and product quality are given
priority in the implementation of the project. The quality management plan will follow the
planed quality standard as defined by the quality measurements, controls, assurance, and
standards.
5
UNIT 4 ASSIGNMENT QUALITY MANAGEMENT
References
Kerzner, H., & Kerzner, H. R. (2017). Project management: a systems approach to planning,
scheduling, and controlling. John Wiley & Sons.
Larson, E. W., & Gray, C. F. (2015). A Guide to the Project Management Body of Knowledge:
PMBOK (®) Guide. Project Management Institute.
Murray, J. (2017). Get to the root of the problem: Is training always the best method to meet the
business goal? TD Magazine, 71(2), 26.
Project Management Institute. (2018). A Guide to the Project Management Body of Knowledge
(PMBOK® Guide)-(SIMPLIFIED CHINESE). Project Management Institute.
6
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