Sample Project Management Plan

Campsie Glen Community Garden Project Project Management Plan

The Legacy Group P.O. Box 43 4200 Clematis Lane Campsie Glen, WA 99354 November 24, 2015

The Legacy Group

Project Management Plan

Campsie Glen Community Garden Project Table of Contents Introduction/Background............................................................................................ 1 Project Management Approach................................................................................... 1 Project Scope.............................................................................................................. 1 Assumptions and Constraints..................................................................................... 2 Milestone List............................................................................................................. 2 Schedule Baseline and Work Breakdown Structure....................................................3 Change Management................................................................................................. 4 Communications Management...................................................................................5 Stakeholder Management........................................................................................... 6 Cost Management...................................................................................................... 9 Procurement Management......................................................................................... 9 Project Scope Management........................................................................................ 9 Schedule Management............................................................................................. 10 Quality Management................................................................................................ 11 Risk Management..................................................................................................... 12 Risk Register............................................................................................................. 13 Staffing Management............................................................................................... 13 Resource Histogram................................................................................................. 14 Cost Baseline............................................................................................................ 15 Quality Baseline........................................................................................................ 16 Acceptance............................................................................................................... 18

Appendices Appendix A – Site Plan Appendix B – Project Schedule Appendix C – Work Breakdown Structure (WBS) Appendix D – Communications Matrix Appendix E – Project Team Directory Appendix F – Risk Register Appendix G – Resource Histogram

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The Legacy Group


Campsie Glen Community Garden Project Introduction/Background Legacy Group has been approved to develop and build a community garden for the city of Campsie Glen. The city has requested to have a community garden built on a donated one (1) acre site centrally located within its city limits. The community garden will connect people socially within the city and will give life and beautification to their neighborhoods. The garden will serve as a place where families can grow herbs, flowers, fresh fruits and vegetables in individual garden plots and feed their families at a minimal cost. Legacy Group realizes the importance and benefits of community gardens and will develop a community garden for the city of Campsie Glen.

Project Management Approach The Project Manager, James Smith, has the overall authority and responsibility for managing and executing this project according to this Project Plan. The project team will consist of personnel from The Legacy Group, and the City Parks & Recreation Manager. The Project Manager will work with all resources to perform project planning. The project management plan will be reviewed and approved by the Campsie Glen City Council (Project Sponsor and/or their appointee). Funding decisions will be made by (Project Sponsor). Any delegation of approval authority to the Project Manager should be done in writing and be signed by both the Project Sponsor’s appointee and Project Manager. The project team will be a matrix in that team members from each organization continue to report to their organizational management throughout the duration of the project. The Project Manager is responsible for communicating with organizational managers on the progress and performance of each project resource.

Project Scope The Legacy Group will build a community garden on the one (1) acre donated site from the city of Campsie Glen. Appendix A contains a site plan of the garden. The layout will be aesthetically attractive and complimentary to the surrounding area. Half of the donated site is designated for the community garden. The garden will have a six foot standard perimeter fence to control both vandalism and nuisance wildlife impacts to the garden site. There will be twenty four (24) total garden boxes of which four (4) will be handicap accessible. A simple irrigation system with one hose bib for every four plots will be provided. Included in the garden project are a tool shed, a shared composting area, benches, and a sign with the garden’s name. Perimeter landscaping of the garden is the responsibility of the city of Campsie Glen. Parking accommodations for use of the community garden will be the responsibility of the city of Campsie Glen.

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The Legacy Group


Campsie Glen Community Garden Project Legacy Group is not responsible for providing locking mechanisms and security for the community garden.

Assumptions and Constraints ASSUMPTIONS   

    

There will be no adverse weather that will impact the project schedule. The city will ensure that power is available at the project site prior to project start and the city is responsible for paying the hookup fees. The Campsie Glen Irrigation District (CGID) will provide access to the irrigation system at the project site prior to project start, and CGID is responsible for all costs associated with bringing irrigation access to the project site. The city will ensure environmental impact requirements are met prior to project start. All required inspections will be passed. A drainage field for this property has already been developed and is adequate for the project. Team Leads are already knowledgeable with the technology to be used on the project. Workers will be paid only for hours worked directly on the project.

CONSTRAINTS 



Performance period for the project is March 1, 2016 through April 27, 2016. Campsie Glen typically experiences adverse weather during this time period which may require work to be delayed. Other than concrete workers, only Legacy Group workers will be used.

Milestone List The chart below lists the major milestones for the Campsie Glen Community Garden Project. If there are any scheduling delays which may impact a milestone or delivery date, the Project Manager must be notified immediately so proactive measures may be taken to mitigate slips in dates. Any approved changes to these milestones or dates will be communicated to the project team by the Project Manager. Milestone Project Kickof Irrigation Testing Concrete Inspection Tool Shed Final Inspection Electrical Inspection Transition to Campsie Glen City Council

Date March 8, 2016 March 22, 2016 April 6, 2016 April 12, 2016 April 13, 2016 April 27, 2016

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The Legacy Group


Campsie Glen Community Garden Project Appointee

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The Legacy Group


Campsie Glen Community Garden Project Schedule Baseline and Work Breakdown Structure The WBS for the Campsie Glen Community Garden Project is comprised of work packages which do not exceed 40 hours of work but are at least 4 hours of work. Work packages were developed through close collaboration among project team members and stakeholders with input from functional managers and research from past projects. The WBS Dictionary defines all work packages for the Campsie Glen Community Garden Project. These definitions include all tasks, resources, and deliverables. Every work package in the WBS is defined in the WBS Dictionary and will aid in resource planning, task completion, and ensuring deliverables meet project requirements. The Campsie Glen Community Garden Project schedule was derived from the WBS and Project Charter with input from all project team members. The schedule was completed, reviewed by the Project Sponsor’s appointee, approved, and base-lined. The schedule will be maintained as a Primavera (P6) Gantt chart by the Project Manager. Any proposed changes to the schedule will follow The Legacy Group’s change control process. If established boundary controls are exceeded, a change request will be submitted to the Project Manager. The Project Manager and project team will determine the impact of the change on the schedule, cost, resources, scope, and risks. If it is determined that the impacts will exceed the boundary conditions then the change will be forwarded to the Project Sponsor’s appointee for review and approval. If the change is approved by the Project Sponsor’s appointee then it will be implemented by the Project Manager who will update the schedule and all documentation and communicate the change to stakeholders in accordance with the Change Control Process. The Project Schedule Baseline and Work Breakdown Structure are provided in Appendix B, Project Schedule and Appendix C, Work Breakdown Structure.

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The Legacy Group


Campsie Glen Community Garden Project Change Management The following steps comprise The Legacy Group’s organization change control process for all projects and will be utilized on the Campsie Glen Community Garden project: Step #1:

Identify the need for a change (any stakeholder)

Requestor will submit a completed Legacy Group change request form to the Project Manager. Step #2:

Log change in the Change Request Register (Project Manager)

The Project Manager will maintain a log of all change requests for the duration of the project. Step #3: Conduct an evaluation of the change (Project Manager, Project Team, and Requestor) The Project Manager will conduct an evaluation of the impact of the change to cost, risk, schedule, and scope, Step #4: Manager)

Submit change request to Change Control Board (CCB) (Project

The Project Manager will submit the change request and analysis to the CCB for review. Step #5:

Change Control Board decision (CCB)

The CCB will discuss the proposed change and decide whether or not it will be approved based on all submitted information. Step #6:

Implement change (Project Manager)

If a change is approved by the CCB, the Project Manager will update and rebaseline project documentation as necessary as well as ensure any changes are communicated to the team and stakeholders Any team member or stakeholder may submit a change request for the Campsie Glen Community Garden Project. The Project Sponsor’s appointee will chair the CCB and any changes to project scope, cost, or schedule must meet his approval. All change requests will be processed within 48 hours. Change requests will be logged in the change control register by the Project Manager and tracked through to completion whether approved or not. The Change Control Board for the Campsie Glen Community Garden Project consists of:   

Project Sponsor’s Appointee Project Manager Project Team Leads 5

The Legacy Group


Campsie Glen Community Garden Project  

City Business Manager Parks & Recreation Manager

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The Legacy Group


Campsie Glen Community Garden Project Communications Management This section sets the communications framework for this project. It will serve as a guide for communications throughout the life of the project and will be updated as communication requirements change. It identifies and defines the roles of project team members as they pertain to communications. It also includes a Communications Matrix (Appendix D) which maps the communication requirements of this project, and communication conduct for meetings and other forms of communication. A project Team Directory (Appendix E) is also included to provide contact information for stakeholders directly involved in the project. The Project Manager will take the lead role in ensuring efective communications on this project. The communications requirements are documented in the Communications Matrix. The Communications Matrix will be used as the guide for what information to communicate, who is to do the communicating, when to communicate it, and to whom to communicate. Communications Conduct for the Campsie Glen Community Garden Project is as follows: Meetings: The Project Manager will distribute a meeting agenda at least 2 days prior to any scheduled meeting and participants are expected to review the agenda prior to the meeting. During project meetings the timekeeper will ensure that the group adheres to the times stated in the agenda and the recorder will take notes for distribution to the team upon completion of the meeting. It is imperative that participants arrive to each meeting on time and cell phones and blackberries should be turned of or set to vibrate mode to minimize distractions. Meeting minutes will be distributed no later than 24 hours after each meeting is completed. Email: All email pertaining to the Campsie Glen Community Garden Project should be professional, free of errors, and provide brief communication. Email should be distributed to the correct project participants in accordance with the Communication Matrix (Appendix D) based on its content. All attachments should be in one of the organization’s standard software suite programs and adhere to established company formats. If the email is to bring an issue forward then it should discuss what the issue is, provide a brief background on the issue, and provide a recommendation to correct the issue. The Project Manager should be included on any email pertaining to the Campsie Glen Community Garden Project. Informal Communications: While informal communication is a part of every project and is necessary for successful project completion, any issues, concerns, or updates that arise from informal discussion between team members must be communicated to the Project Manager so the appropriate action may be taken.

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The Legacy Group


Campsie Glen Community Garden Project

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The Legacy Group


Campsie Glen Community Garden Project Stakeholder Management  

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The project will begin with establishing the contract with the City Business Manager and will continue until the completion of the contract. As defined in the project’s Communications Matrix, Appendix D: o The Project Manager will attend city council meetings bi-weekly to update council members and the public. o Face-to-face meetings will be held with the Project Manager, the City Business Manager, and the Parks & Recreation Manager concerning contract requirements and project progress weekly. o Requested changes and identified issues will be submitted to the Project Manager. The Project Manager and the core project team will meet weekly or as needed to address the changes and/or issues, document changes/issues in their respective logs, and determine the extent of notifications required to the stakeholders. o Communication with the suppliers will be managed by each of the functional managers either by phone, email or established meetings. Information will be distributed to stakeholders as required per the RACI Chart and the Power/Interest Grid shown on Page 8. The stakeholders will be informed through weekly reports, face-to-face meetings, phone, email, or established community meetings. Any changes to the Stakeholder Management section will be addressed, documented at the weekly team meetings, and the stakeholders will be informed as needed by the Project Manager.

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The Legacy Group


Campsie Glen Community Garden Project RACI CHART The RACI Chart establishes clear lines of responsibility in order to prevent any potential overlap between the stakeholders and project team. RACI Chart WB Work Packages and S Activities 1.0 Project Management

A B C D E F G H I A C C

J K L C C C

M N O R I I

2.0 Design

A C

C C

C

C

3.0 Dirt Work

A

I

I

C

R

4.0 Irrigation

A

I

I

I

R

I

5.0 Electrical

A

I

I

I

R

I

6.0 Concrete

A

I

R C C

I

7.0 Tool shed

A

I

I

I

R

I

8.0 Benches

A

I

I

R C

I

9.0 Garden Boxes

A

I

I

R

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I

10. Fencing 0

A

C

I

R

11. Bulletin board and garden 0 sign

A

C

I

R

12. Close Project 0

A

I

I

C C R

C

Stakeholders A. B. C. D. E. F. G. H.

Project Manager City Council (Sponsor) City Business Manager City Parks & Recreation Manager City Engineer Building Inspector L&I Inspector Public Utility Company

R

I

I I

I

I. J. K. L. M. N. O.

I I

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Suppliers John Doe Jane Doe Edward Jones James Smith Tax Payers Neighbors

10

POWER/INTEREST GRID The Power/Interest Grid identifies the level of power and interest each stakeholder has within the project.

F

E C D

B

A

Power

High

Low Manage Closely Low

Monitor

High

Keep Informed

Keep Satisfied

Interest

Cost Management The contracting vehicle for the Campsie Glen Community Garden Project is a fixed price contract. The Project Manager will be responsible for managing and reporting on the project’s cost throughout the durationStakeholders of the project. The Project Manager will present and review the project’s cost performance during the bi-weekly Contract A.City Council (Sponsor)D.Suppliers Requirements, Costs and Project Progress meeting. The Project Manager is responsible for B.City Business ManagerE.Tax Payers accounting for cost deviations and presenting the Project Sponsor’s appointee with C.City Parks & Recreation ManagerF.Neighbors options for getting the project back on budget. All budget authority and decisions, to include budget changes, reside with the Project Sponsor’s appointee. For the Campsie Glen Community Garden Project, work started on the project will grant the project with 50% credit, and the remaining 50% is credited upon completion of project. Costs may be rounded to the nearest dollar and work hours rounded to the nearest whole hour. Cost and Schedule Performance Index (CPI and SPI respectively) will be reported on a bi-weekly basis by the Project Manager to the Project Sponsor’s appointee, the City Business Manager, and the Parks & Recreation Manager. If it’s determined that there is no or minimal impact on the project’s cost or schedule baseline then there may be no action required. If any corrective actions are necessary, they will require a project change request and be must approved by the CCB before it can be implemented.

Procurement Management The Legacy Group will utilize their previously established relationships with vendors required for the Campsie Glen Community Garden Project. The Project Manager will provide oversight and management for all procurement activities under this project. The Project Manager is authorized to approve all procurement actions up to $20,000. Any procurement actions exceeding this amount must be approved by the Project Sponsor’s appointee. The Project Manager will work with the project team to identify all items or services to be procured for the successful completion of the project. The Project Manager will then ensure these procurements are reviewed by the Legacy Group’s Program Management Office (PMO) and presented to the contracts and purchasing groups. The contracts and purchasing groups will review the procurement actions, determine whether it is advantageous to make or buy the items or resource required services internally, and begin the vendor selection, purchasing and the contracting process. The Project Manager is responsible for management of any selected vendor or external resource. The Project Manager will also measure performance as it relates to the vendor providing necessary goods and/or services and communicate this to the purchasing and contracts groups.

Project Scope Management Scope management for the Campsie Glen Community Garden Project will be the sole responsibility of the Project Manager. The scope for this project is defined by the Scope Statement and Work Breakdown Structure (WBS). The Project Manager, Project Sponsor’s appointee, and Stakeholders will establish and approve documentation for measuring project scope which includes deliverable quality checklists and work performance measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or any member of the project team. All change requests will be submitted to the Project Manager who will then evaluate the requested scope change. Upon acceptance of the scope change request, the Project Manager will submit the scope change request to the CCB and Project Sponsor’s appointee for acceptance. Upon approval of scope changes by the CCB and Project Sponsor’s appointee, the Project Manager will update project documents and communicate the scope change to stakeholders. Based on feedback and input from the Project Manager and Stakeholders, the Project Sponsor’s appointee is responsible for the acceptance of the final project deliverables and project scope. The Project Sponsor’s appointee is responsible for formally accepting the project’s final deliverable. This acceptance will be based on a review of all project documentation, completion of all tasks/work packages, and the project’s acceptance criteria.

Schedule Management Project schedules for the Campsie Glen Community Garden Project will be created using Primavera (P6) starting with the deliverables identified in the project’s WBS. Activity definition will identify the specific work packages which must be performed to complete each deliverable. Activity sequencing will be used to determine the order of work packages and assign relationships between project activities. Activity duration estimating will be used to calculate the number of work periods required to complete work packages. Resource estimating will be used to assign resources to work packages in order to complete schedule development. Once a preliminary schedule has been developed, it will be reviewed by the project team and any resources tentatively assigned to project tasks. The project team and resources must agree to the proposed work package assignments, durations, and schedule. Once this is achieved the Project Sponsor’s appointee will review and approve the schedule and it will then be base-lined. In accordance with The Legacy Group’s organizational standard, the following will be designated as milestones for the project schedule:    

Project Kickof Irrigation Testing Electrical Inspection Concrete Inspection

 

Tool Shed Final Inspection Transition to Campsie Glen City Council Appointee

Roles and responsibilities for schedule development are as follows: The Project Manager will be responsible for facilitating work package definition, sequencing, and estimating duration and resources with the project team. The Project Manager will also create the project schedule using Primavera (P6) and validate the schedule with the project team, stakeholders, and the Project Sponsor’s appointee. The Project Manager will obtain schedule approval from the Project Sponsor’s appointee and baseline the schedule. The project team is responsible for participating in work package definition, sequencing, and duration and resource estimating. The project team will also review and validate the proposed schedule and perform assigned activities once the schedule is approved. The Project Sponsor’s appointee will participate in reviews of the proposed schedule and approve the final schedule before it is base lined. The project stakeholders will participate in reviews of the proposed schedule and assist in its validation.

Quality Management All members of the project team will play a role in quality management. It is imperative that the team ensures that work is completed at an adequate level of quality from individual work packages to the final project deliverable. The following are the quality roles and responsibilities for the Campsie Glen Community Garden Project: The Project Sponsor’s appointee is responsible for approving all quality standards for the Campsie Glen Community Garden Project. The Project Sponsor’s appointee will review all project tasks and deliverables to ensure compliance with established and approved quality standards. Additionally, the Project Sponsor’s appointee will sign of on the final acceptance of the project deliverable. The Project Manager is responsible for quality management throughout the duration of the project. The Project Manager is responsible for implementing Quality Management and ensuring all tasks, processes, and documentation are compliant with the Quality Management section. The Project Manager will work with the project team and the Parks & Recreation Manager to establish acceptable quality standards. The Project Manager is also responsible for communicating and tracking all quality standards to the project team and stakeholders. The project team is responsible for working with the Project Manager to develop and implement Quality Management. The Project Manager will recommend tools and methodologies for tracking quality and standards to establish acceptable quality levels. The Project Manager will create and maintain Quality Control and Assurance Logs throughout the project.

The members of the project team, as well as the stakeholders will be responsible for assisting the Project Manager in the establishment of acceptable quality standards. The project team will also work to ensure that all quality standards are met and communicate any concerns regarding quality to the Project Manager. Quality control for the Campsie Glen Community Garden Project will utilize tools and methodologies for ensuring that all project deliverables comply with approved quality standards. To meet deliverable requirements and expectations, we must implement a formal process in which quality standards are measured and accepted. The Project Manager will ensure all quality standards and quality control activities are met throughout the project. The project team will assist the Project Manager in verifying that all quality standards are met for each deliverable. If any changes are proposed and approved by the Project Sponsor’s appointee and the CCB, the Project Manager is responsible for communicating the changes to the project team and updating the project plan and required documentation. Quality assurance for the Campsie Glen Community Garden Project will ensure that all processes used in the completion of the project meet acceptable quality standards. These process standards are in place to maximize project efficiency and minimize waste. For each process used throughout the project, the Project Manager will track and measure quality against the approved standards with the assistance of the project team and ensure all quality standards are met.

Risk Management PROCESS The Project Manager working with the project team and the Project Sponsor’s appointee will ensure that risks are actively identified, analyzed, and managed throughout the life of the project. Risks will be identified as early as possible in the project so as to minimize their impact. The steps for accomplishing this are outlined in the following sections. The Project Manager will serve as the Risk Manager for this project. RISK IDENTIFICATION Risk identification will involve the project team, appropriate stakeholders, and will include an evaluation of environmental factors, organizational culture, and the project management plan including the project scope. Careful attention will be given to the project deliverables, assumptions, constraints, WBS, cost/efort estimates, resources, and other key project documents. RISK ANALYSIS All identified risks will be assessed to identify the range of possible project outcomes.

RISK RESPONSE PLANNING Each major risk will be assigned to a project team member for monitoring purposes to ensure that the risk will not “fall through the cracks”. For each major risk, one of the following approaches will be selected to address it:  Avoid – eliminate the threat by eliminating the cause  Mitigate – Identify ways to reduce the probability or the impact of the risk  Accept – Nothing will be done  Transfer – Make another party responsible for the risk (buy insurance, outsourcing, etc.) For each risk that will be mitigated, the project team will identify ways to prevent the risk from occurring or reduce its impact or probability of occurring. This may include adding tasks to the project schedule, adding resources, etc. For each major risk that is to be mitigated or that is accepted, a course of action will be outlined for the event that the risk does materialize in order to minimize its impact. RISK MONITORING, CONTROLLING, AND REPORTING The level of risk on a project will be tracked, monitored and reported throughout the project lifecycle. All project change requests will be analyzed for their possible impact to the project risks. Stakeholders will be notified of important changes to risk status as a component to the Project Status Report. Upon the completion of the project, during the closing process, the Project Manager will analyze each risk as well as the risk management process. Based on this analysis, the project manager will identify any improvements that can be made to the risk management process for future projects. These improvements will be captured as part of the lessons learned knowledge base.

Risk Register A Risk Register will be maintained by the Project Manager and will be reviewed as a standing agenda item for project team meetings.

The Risk Register for this project is provided in Appendix F, Risk Register.

Staffing Management The Campsie Glen Community Garden Project will consist of a matrix structure with support from various internal organizations. All work will be performed internally. Staffing requirements for the Campsie Glen Community Garden Project include the following:

Project Manager (1 position) – responsible for all management for the Campsie Glen Community Garden Project. The Project Manager is responsible for planning, creating, and/or managing all work activities, variances, tracking, reporting, communication, development of quality control and assurance standards, maintaining project logs, performance evaluations, staffing, and internal coordination with organizational managers. Team Lead #1 – Power, Irrigation, and Tool Shed (1 position) – responsible for oversight of all tasks related to power, irrigation, and building the tool shed for the Campsie Glen Community Garden Project as well as ensuring functionality is compliant with quality standards. Responsibilities also include working with the Project Manager to assist with project plan development, risk identification, determine impacts of change requests, create work packages, manage risk, manage schedule, identify requirements, and status reporting. This Lead will be managed by the Project Manager who will provide performance feedback to his/her organizational manager. Team Lead #2 – Dirt Work (1 position) – responsible for oversight of all tasks relating to dirt work for the Campsie Glen Community Garden Project as well as ensuring quality standards are met. Responsibilities also include working with the Project Manager to assist with project plan development, risk identification, determine impacts of change requests, create work packages, manage risk, manage schedule, identify requirements, and status reporting. This Lead will be managed by the Project Manager who will provide performance feedback to his/her organizational manager. Team Lead #3 – Concrete and Fencing (1 position) – responsible for oversight of all tasks relating to concrete work and fencing for the Campsie Glen Community Garden Project as well as ensuring quality standards are met. Responsibilities also include working with the Project Manager to assist with project plan development, risk identification, determine impacts of change requests, create work packages, manage risk, manage schedule, identify requirements, and status reporting. This Lead will be managed by the Project Manager who will provide performance feedback to his/her organizational manager. Team Lead #4 – Garden Boxes, Benches, and Signage (1 position) – responsible for oversight of all tasks relating to garden boxes, benches, and signage for the Campsie Glen Community Garden Project as well as ensuring quality standards are met. Responsibilities also include working with the Project Manager to assist with project plan development, risk identification, determine impacts of change requests, create work packages, manage risk, manage schedule, identify requirements, and status reporting. This Lead will be managed by the Project Manager who will provide performance feedback to his/her organizational manager. Technical Writer (1 position) – responsible for compiling all project documentation and reporting into organizational formats. Responsible for assisting the Project Manager in Configuration Management and revision control for all project documentation. Responsible for scribing duties during all project meetings and maintaining all project communication distribution lists. The Technical Writer will be

managed by the Project Manager who will also provide performance feedback to his/her organizational manager. The Project Manager will negotiate with all necessary Legacy Group organizational managers in order to identify and assign resources for the Campsie Glen Community Garden Project. All resources must be approved by the appropriate organizational manager before the resource may begin any project work. The project team will not be co-located for this project and all resources will remain in their current workspace.

Resource Histogram The Campsie Glen Community Garden Project will require all project team members for the duration of the project although levels of efort will vary as the project progresses. The project is scheduled to last ten weeks with standard 40-hour work weeks. If a project team member is not required for a full 40 hour work week at any point during the project, their eforts outside of the Campsie Glen Community Garden Project will be at the discretion of their organizational manager. The Resource Histogram is in Appendix G.

Cost Baseline The cost baseline for the Campsie Glen Community Garden Project includes all budgeted costs for the successful completion of the project. Project costs were developed utilizing bottom-up estimating methodology.

Cost Baseline Project Stage

Budgeted Total

Comments

$6,000

Includes all costs for initiating project management and for all project team members to gather requirements and plan the project.

$3,360

Includes all costs for all project team members to work on Campsie Glen Community Garden conceptual design.

Dirt Work

$9,310

Includes all costs for clearing the project site, digging required trenches and holes, backfilling and final grade, and completing the garden pathways.

Irrigation

$1,524

Includes all costs for installing and testing the irrigation system.

Electrical

$1,752

Includes all costs for the garden’s electrical system.

Concrete

$5,889

Includes all costs for concrete work.

Building the Tool Shed

$2,718

Includes all costs for building the tool shed.

Project Management

Design

Benches, Garden Boxes, and Sign Fencing

Project Closure

$15,040

$4,710

$20,401

Includes all costs for building and/or installation of the garden’s benches, garden boxes, sign, and community bulletin board. Includes all costs for fencing the community garden. Includes all costs for transitioning the garden to the city of Campsie Glen and project closeout activities and documentation, and allowable profit margin.

Quality Baseline The Campsie Glen Community Garden Project must meet the quality standards established in the quality baseline. The quality baseline is the baseline which provides the acceptable quality levels of the Campsie Glen Community Garden Project. The community garden must meet or exceed the quality baseline values in order to achieve success.

Quality Standards Item Irrigation System

Power

Acceptable Level 1. Four hose bibs for every four garden plots. 2. System has been pressure tested and has no leaks 3. Connection to system access has been approved by CGID 1. Power runs to meter on side of shed 2. Electrical inspection has been passed 1. Concrete slab is 20’ x 65’ x 3”

Concrete Slab

2. Concrete pad has Four 4’ x 8’ holes for handicapped garden beds 3. Concrete slab inspection has been passed

Compost Area

Compost area is 20’ x 20’ 1. There 24 garden beds, four of which are handicap accessible 2. Handicap accessible beds are 8’ x 4’ x 24”

Garden Beds

3. Twenty garden beds are 8’ x 4’ x 12” 4. Garden beds are built with redwood lumber 5. Each garden bed is filled with soil amended with compost 6. Each garden bed is numbered

Tool Shed

1. Tool shed is stick framed 2. The tool shed has 2 indoor and 2 outdoor light fixtures installed 3. The tool shed has 4 indoor outlets and 1 outdoor

Quality Standards Item

Acceptable Level outlet 4. Interior of tool shed is sheeted with plywood 1. Pathways are a minimum of 4’ wide

Pathways

2. Pathways are wood chips 3. Handicap accessible pathways are concrete 1. The garden is enclosed in a 6’ chain link fence

Fencing

2. There is 1 man gate located ensuring handicap accessibility 3. There is 1 drive-through gate located to provide direct access to the compost area

Benches

1. There will be 8 benches placed as indicated on the site plan 2. Only pre-approved benches will be installed 3. Benches are installed per manufacturer’s instructions 1. Garden Sign is 2’ x 3’

Garden Sign

2. Garden sign is located as per the site plan 3. Bilingual sign has the garden’s name, address, contact number for more information, and a list of the sponsors

Community Bulletin Board

1. Bulletin board is located as per site plan 2. Bulletin board is 4’ x 6’

Acceptance Approved by:

_______________________________________________ __________________________

Date

Karin Williams, Campsie Glen City Council Appointee

_______________________________________________ __________________________ Edward Jones, Project Manager

Date

The Legacy Group



Appendix A Site Plan

The Legacy Group Campsie Glen Community Garden Project

Hose Bibs


Garden Benches The Legacy Group

Campsie

Garden Boxes Glen Community


Garden Project

Appendix B

Project Schedule

The Legacy Group

Project Schedule


B-1

The Legacy Group

Project Schedule


B-2

The Legacy Group

Project Schedule


B-3

The Legacy Group



Appendix C Work Breakdown Structure (WBS)



The Legacy Group



Communication Type

Appendix D Communications Matrix

Description

Communications Matrix Freque Form Participants/ ncy at Distribution

atus Report

Email summary of project status

oject Team Meeting

Meeting to review action register, status, issues, and changes

oject Review

ontract Requirements, osts and Project ogress

lestone Reviews

echnical Design Review

Weekly

Email

Deliverable

Owne

Project Sponsor’s Appointee, Project Team and Stakeholders

Status Report

Project Manage

Project Manage

Weekly

In Person

Project Team

Updated Action Register, Change Control Log, and Issues Log

Present metrics and status to team and sponsor

Bi-Weekly

In Person

Project Sponsor’s Appointee, Team, and Stakeholders

Status and Metric Presentation

Project Manage

Review contract requirements, costs performance and status project

Bi-weekly or As Needed

In Person

Project Sponsor’s Appointee, Campsie Glen City Business Manager, and Parks & Recreation Manager

Status Report

Project Manage

Present completion of project milestones

As Needed

In Person

Project Sponsor’s Appointee, Team and Stakeholders

Milestone Completion Report

Project Manage

Review of any technical designs or work associated with the project

As Needed

In Person

Project Sponsor’s Appointee and Project Team

Technical Design Package

Project Manage

The Legacy Group



Appendix E Project Team Directory Project Team Directory Name

Title

City Council

Project Sponsor

CityCouncil@GlenCampsie .org

Project Sponsor’s Appointee

[email protected]

City Council Delegate

[email protected] g

James Smith

Project Manager

[email protected]

John Doe

Concrete and Fencing Lead

Karin Williams John Cartwright

Edward Jones Jane Doe

Electrical, Irrigation, Tool Shed, and Landscaping Lead Garden Boxes, Benches, and Sign Lead

Sam Clemons

Dirt Work Lead

Andrea Darling

Technical Writer

Tom Sunday

City Business Manager

Karen Brown

Parks & Recreation Manager

E mail

[email protected] [email protected]

[email protected] [email protected] om [email protected] m [email protected] g [email protected]

Office Phone

509-55 1234 509-55 2017 509-55 2356 509-64 2231 509-64 2235 509-64 2241 509-64 2233 509-64 2231 509-64 2415 509-55 1126 509-55 3373


Appendix F Risk Register

The Legacy Group

Risk Register


F-1


Appendix G Resource Histogram

The Legacy Group

Resource Histogram


G-1

Sample Project Management Plan

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