fast 6 project management communications plan evers family

Running head: Fast6 Communications Plan 1

Fast 6 Project Management Communications Plan Evers Family Kitchen Upgrade and Modernization

PMGT 502 Communications Project

Michael Flores, Paolo Profumo, Keith Metheny, David Coffman, Daniel Garner, & Leroy Peter

Fast6 Communications Plan 2

Table of Contents

1. Project Charter ........................................................................................................................................................... 4

1.1 Document Author ................................................................................................................................................ 4

1.2 Document Distribution ........................................................................................................................................ 4

1.3 Revision History .................................................................................................................................................. 4

1.4 Introduction ......................................................................................................................................................... 5

1.5 Overview ............................................................................................................................................................. 5

1.6 Purpose ................................................................................................................................................................ 5

1.7 Project Objective ................................................................................................................................................. 6

1.8 Business Need or Opportunity............................................................................................................................. 6

1.9 Financial Benefits of the Project ......................................................................................................................... 7

1.10 Scope ................................................................................................................................................................. 8

a. Project Objective ............................................................................................................................................... 8

b. Deliverables ...................................................................................................................................................... 8

c. Constraints ........................................................................................................................................................ 8

d. Milestones ......................................................................................................................................................... 8

e. Kitchen Redesign and Consulting Review ........................................................................................................ 8

f. Cost Breakdown of Evers Kitchen Redesign ..................................................................................................... 9

................................................................................................................................................................................... 9

1.11 Critical Success Factors ................................................................................................................................... 10

2. Project Roles ............................................................................................................................................................ 11

Project Manager .................................................................................................................................................. 11

Design Engineer .................................................................................................................................................. 11

Interior Designer ................................................................................................................................................. 11

Contracts Officer ................................................................................................................................................. 11

Project Integrator ................................................................................................................................................ 11

Closing Integrator ............................................................................................................................................... 11

2.1 Fast 6 Project Team Directories ........................................................................................................................ 12


2.2 Organizational Chart ......................................................................................................................................... 13

2.3 Responsibility Matrix ........................................................................................................................................ 14

2.4 Stakeholder Analysis ......................................................................................................................................... 15

3. Communications Methods ....................................................................................................................................... 16

3.1 Communications Matrix .................................................................................................................................... 17

4. Change Control Process ........................................................................................................................................... 18

4.1 Introduction ....................................................................................................................................................... 18

4.2 Change Management Approach ........................................................................................................................ 18

a. Change Request Form and Management Log ................................................................................................. 19

4.3 Evaluating and Authorizing Change Requests .................................................................................................. 20

4.4 Change Control Board ....................................................................................................................................... 21

4.5 Change Control Process .................................................................................................................................... 22

4.6 Change Control Process Diagram ..................................................................................................................... 23

5. Customer Acceptance .............................................................................................................................................. 24

Appendix A ................................................................................................................................................................. 25

Forms....................................................................................................................................................................... 25

Project Change Request Form............................................................................................................................. 25

Appendix B: Change Control Log ...................................................................................................................... 26

Appendix C Kitchen Schematics ................................................................................................................................ 27


1. Project Charter

1.1 Document Author

If you have any questions concerning this document, please contact:

Name Position Phone E-mail

Leroy Peter Project Manager 850-264-9647 [email protected]

1.2 Document Distribution

This document will be disseminated to the following Evers Family Project principles, directly involved in

the project. The following individuals will serve as the project team.

Name Position Phone E-mail

Leroy Peter Project Manager 850-264-9647 [email protected]

Evers Family Project Client 555-555-5556 [email protected]

Michael Flores Project Integrator 850-590-3902 [email protected]

Keith Metheny Interior Design 505-967-9654 [email protected]

Daniel Garner Contract Officer 706-464-1520 [email protected]

David Coffman Closing Integrator 817-319-1120 [email protected]

Paolo Profumo Design Engineer 504-339-1994 [email protected]

1.3 Revision History

The revision history tracks the changes to this document during the life of the project

Date Revision Description

9/1/2013 Leroy Peter Initial Draft

9/20/2013 Daniel Garner Draft Revision

10/9/2013 Leroy Peter Final Draft Revision

mailto:[email protected]







1.4 Introduction

This Communications Plan sets the communications framework for the Evers Family Kitchen Redesign

project. It will serve as a guide for communications throughout the life of the project and will be updated

as communication needs change. This plan identifies and defines the roles of persons involved in this

project. It also includes a communications matrix, which maps the communication requirements of this

project. An in-depth guide for implementing changes within the project should help facilitate this project

and ensure its success. A project team directory is included to provide contact information for all

stakeholders directly involved in the project.

The project has been awarded to Fast6, a Design and Consulting firm located in Smallville, U.S.A. The

company has extensive experience in commercial and new-construction design jobs.

1.5 Overview

Fast 6 will provide design and remodel integration through face to face client meetings to establish client

needs and desires with Fast 6 expertise in modern kitchen technologies and materials. The clients for this

project, The Evers Family, have lived in their home for 20 years. With the family’s two children off to

attend college, the family is considering placing their home on the market. The Evers have chosen to

remodel the kitchen to complete their home improvements and add additional market value to their home.

1.6 Purpose

The purpose of the Fast 6 communications plan is to ensure full integration of all aspects required in the

design and remodel of home interior or exterior improvements between the clients, sub-contractors, and

our design integration team. It is intended that all aspects of the global communications be accounted for

through written documents and processes to ensure a new experience in client satisfaction. The

communication plan provides a roadmap to subject matter, frequency in communications, methods, and

defined guidelines of team member’s ownership utilizing all means of technology available.


1.7 Project Objective

Fast 6 will provide design and remodel integration through face to face client meetings to establish client

needs and desires with Fast 6 expertise in modern kitchen technologies and materials to produce a high-

quality, custom kitchen. Design layouts will be accomplished using high technology Computer Aided

Three-dimensional Interactive Application (CATIA) applications so that the client benefits in virtual

awareness and can provide feedback on design changes to the Fast 6 integration team. Fast 6 will also

coordinate and manage all aspects of the kitchen remodel including demolition, subcontracting,

permitting, quality assurance, and inspection for the client.

1.8 Business Need or Opportunity

With the economic downturn of 2008, Fast 6 has seen business prospective slow to record lows across the

construction industry. Fast 6 used to specialize in new construction projects only, both commercial and

residential. This project takes on significance in that it will serve as Fast 6’s first foray into the residential

renovation market segment. The Evers’ Family Kitchen Redesign project will:

Help reposition and diversify Fast 6 from only new-build construction to entering the residential

remodel market as well.

It is important to make this transition now to capture a previously untapped market segment.

Not making this transition could result in potentially losing lucrative future remodeling jobs

Remodeling kitchens is a lateral shift of Fast 6’s skills and represents an exciting opportunity for

our company to branch out into new markets


1.9 Financial Benefits of the Project

There are financial benefits that Fast 6 will gain throughout this project as well as after the project is

completed. This project will allow the firm to highlight the capabilities of the organization. At the

successful completion of the Evers Family Kitchen Redesign project, we will ask the client’s to complete

an evaluation that can be used to improve project processes and procedures and enhance future client

experiences. Positive customer feedback can also be included in the company’s portfolio, which is

commonly used to highlight our organization’s quality business processes. Through this method, we hope

to bring in more clients and increase our revenue.

Fast 6 will also use financial appraisal to help identify the financial benefits of the project. During

the project, the PM will ensure all costs have been identified, quantified, and meet all legal and

accounting requirements. With all of this complied data, the team can use it as a benefit for planning

similar projects in the future, which in turn will save time and money.


1.10 Scope

a. Project Objective

To construct a high-quality, custom kitchen within three months at a cost not to exceed $35,000.

b. Deliverables

• A complete redesign schematic of finished kitchen.

• Budget listing equipment, materials, labor, and lead time penalties.

• Kitchen appliances to include range, oven, microwave, refrigerator, and dishwasher.

• Written contracts with plumbers, electricians, and custom cabinetry with commitment dates.

c. Constraints

• Preliminary budget of $35,000 does not include vendor travel expenses or unexpected cost.

• Regulatory compliance & state codes.

• Construction permits and licenses.

• Third part vendor negotiation delays.

d. Milestones

1. Present Kitchen Redesign plan to Evers Family for approval —September 1

2. Permits approved – September 6

3. Old kitchen removed—September 10

4. Sheetrock repairs, field measurements, and paint—September 25

5. Dry in. Cabinet framing, plumbing, and electrical—November 1

6. Install new floors, countertops, and custom cabinetry—November 14

7. Installation of lighting, sink, and all appliances—November 20

8. Final inspection—December 1

e. Kitchen Redesign and Consulting Review

1. Review of existing plans, operation, function, and layout function with the owner and/or

owner's representative. This includes one site visit by Fast 6 staff as required.

2. Review scope and custom work to be preformed.


3. Review space available in square feet and functions desired..

4. Review existing plans, if available. Compare with recommendations.

5. Make recommendations on changes to meet Fast 6 high quality expectations.

6. Review budget. Prepare preliminary budget estimate.

7. Review with architect, owner/developer, and/or owner/developer representative.

f. Cost Breakdown of Evers Kitchen Redesign

• $4500 • $6500

• $7500 • $16,500

Cabinetry & Applicanes

Electrical & Plumbing Work

Demolition, Permitting, &

Administrative Costs

Flooring, Paint, &Lighting


1.11 Critical Success Factors

Several factors are of utmost importance to both the Evers Family and Fast 6. These factors are important

in determining the success of this project.

The project is completed on time, within or under budget constraints

Fast 6 delivers what we said we would deliver, with no surprises

Maximize our profits without sacrificing core quality standards and workmanship.

Meet all targeted dates on all project deliverables.

Keep the Evers Family fully updated on all project developments utilizing established

communication methods.

The Evers family is happy and satisfied will project deliverables and the finished project


2. Project Roles

Project Manager – will coordinate and communicate all aspects of the plan and processes with

the client, develop the project schedule, primary communications interface with the client and

subcontractors, integrate and communicate all aspects of the plan with all team members

Design Engineer – will utilize CATIA and other high technology tools to redesign the kitchen

based on communications with the interior designer and the client needs and desires check list

Interior Designer – will meet with the client on site, interpret and understand client concepts,

and define the requirements documents associated with the improvement in kitchen refurbishment

and modernization

Contracts Officer – will develop and complete all contracting documents and schedule all sub-

contracting with suppliers. Contracting officer is also responsible to communicate with the client

on payment requirements, collections, and billings

Project Integrator – will update all software associated with schedule and project updates and

will also communicate with the client on progress of critical path milestones and ensure the

project manager is updated via online and phone messaging

Closing Integrator – will perform final walk through with the project manager and client, ensure

any final touch ups or changes are integrated and closed per the project plan. Closing integrator

will also be responsible to meet with the client at a final luncheon or dinner to celebrate the

completion.


2.1 Fast 6 Project Team Directories

The following table presents contact information for all Fast 6 personnel identified in this communication

plan. The email addresses and phone numbers in this table will be used to communicate with these

people.

FAST 6 DESIGN, MODERNIZATON & CONSULTING COMMUNICATION ROSTER

Name Project Title Phone Email Time Zone

Leroy Peter Project Manager (850)-264-9647 [email protected] Eastern

[email protected]

Michael A. Flores Project Integrator (850) 590-3902 [email protected] Eastern

[email protected]

Paolo Profumo Design Engineer (504)-339-1994 [email protected] Pacific

[email protected]

Keith Metheney Interior Designer (505)967-9654 [email protected] Mountain

[email protected]

Daniel Garner Contracts Officer (706)-464-1520 [email protected] Eastern

[email protected]

David Coffman Closing Integrator 817-319-1120 [email protected] Central

[email protected]












2.2 Organizational Chart

The organizational chart further illustrates the chain of command for all Fast 6 personnel involved in the

project. The chart also identifies each person’s role in the project.

Fast 6

Program ManagerLeroy Peter

Project IntegratorMichael Flores

Interior DesignKeith Metheney

Contract OfficerDaniel Garner

Closing Integrator David Coffman

Design EngineerPaolo Profumo


2.3 Responsibility Matrix

The matrix below outlines the roles and responsibility of the project team.

Responsibility Matrix

Lero

y P

ete

r

Dan

Gar

ner

Pao

lo P

rofu

mo

Mic

hae

l Flo

res

Dav

id C

off

man

Ke

ith

Met

hen

ey

Cu

sto

mer

Sub

con

trac

tors

Codes

A: Accountable

R: Responsible

C: Consulted

I: Informed

Project Tasks Date Complete

Project Charter A C C C R C I

28-Aug-13

Project Status Reports R C C C C C I

1-Oct

Staffing Plan R C C C C C Communication Roster A I I I I R I I 25-Aug-13

Communication Matrix A C C C R C

28-Aug-13

Scope Document C R C C C C I I 30-Aug-13

Change Control System R C C C C C I I 30-Aug-13

Responsibility Matrix C C C C C A I

4-Sep-13

Stakeholder Matrix C C C R C C

4-Sep

Risk Management A C C C C C Work breakdown Structure A C R C C C I I

Design Ideas A C C C C C C C Design Plan

C C

Cost Analysis

R Procurement C C C C C C C R Kitchen Build/Install A C C C C C C R Billing A

R R

Lessons Learned Historical Information Project Closeout A C C C C C I I


2.4 Stakeholder Analysis

The table below outlines the key stakeholders and their potential impact on the project.

Stakeholders Involvement In Project

Interest in Project

Influence/ Power

Resources Impact of Project on Kitchen Remodel

General Contractor

In charge of running project on site as well as managing other contractors

High Interest because this project reflects their business and potential future customers

High Power, if things need to be changed or altered in the project. They have knowledge and skill pertaining to entire project

Knowledge of general construction projects as well as sub-contractors

High because they keep the project running smoothly, know what is needed to complete the project, overall makes the process easier

Plumbing Contractor

In charge of all plumbing needs of the remodel

High Interest, maintain a good reputation as a business

High power, they are solely in charge of the plumbing installation and changes

Provides overall knowledge of plumbing installation/ servicing

High because they are in charge of all plumbing project couldn’t be finished without them

Electrical Contractor

In charge of all electrical needs and installations

High interest, want to provide quality job for future customers

High power, solely in charge of electrical work and necessary changes

Complete knowledge of electrical issues as well as appliances

High because they are in charge of all electrical issues and appliances

Suppliers Suppliers of all materials for remodels

Moderate interest, suppliers of all materials and appliances necessary for the remodel

Moderate Power, regulate what supplies from where are available

In charge of getting materials for all steps of the project

Moderate because it is important to get all supplies necessary for the project

Clients Completely in charge of the remodel, designing, hiring, overlook all aspects

High Interest, hired everyone to remodel kitchen and to do a great job on the project

High, their opinion matters over the design aspect, not so much over technical/ construction aspect

Financially responsible for the project.

High, they have the ultimate say on what goes on during the entirety of the project.

Project Team Organizes & make sure entire project goes smoothly and is on time

High interest in project, Very important because it reflects highly upon the firm

High Power, it is important they follow the process closely

In charge of getting all aspects together for project. Huge knowledge of resources

High, the firm is in charge of the project timing from start to finish as well as allocating all resources

Immediate Neighbors

Potential noise disturbances

Low interest, the only concern is the noise but if the work is done during the day it should work out

Low Power, we will be respective and explain the construction schedule, then allow them to voice concerns

Low, as long as construction is explained and issues are ok. Everything should go accordingly.


3. Communications Methods

Communications methods used in design and remodel include:

Client and Fast 6 in office and on site meetings

Online electronic documents and contracting

Updates though use of internet project plans that are updated frequently so the client understands

integration steps current progress to plan

Text message updates on actual completions as they occur through the process

Critical path tracking and update online tools

Personalized updates via phone or IM messaging

24 hour phone service call in updates

Business hour phone or email availability with the Fast 6 Project Manager

Final client inspections on site with wireless touch screen documents that are fed real time back to

the Fast 6 closure team


3.1 Communications Matrix

The following table outlines and identifies the communications requirements for this project

Project Name:

Project Organization

Project Manager Name:

Project Description:

ID

Communicato

n

Vehicle

Target

Audience

Description/P

urposeFrequency Owner

Distribution

Vehicle

Internal /

External?Comments

6.0Kick-off

MeetingAll stakeholders

Initial kick-off

meetingOnce

Project

TeamOnsite discussion Both

Introduce the project team and the

project. Review project objectives

and management approach.

6.1 Video

Conference

Project Team Project

Process, future

plan, changes

Weekly Project

Manager

Video Chat/email Internal Discuss project progress, next

weeks plan, and discuss changes to

the plan and project

6.2 Video

Conference

Customer Project

Process, future

plan, changes

Weekly Project

Team

E-mail, and video

chat

External Update customer on project status,

discuss changes, and costs/budget

6.3 Onsite meeting Contractor/

Suppliers

Project

Process, future

plan, changes

Daily Design

Engineer

Discussion External Review progress, discuss next

milestones, relay change requests,

supplies/budget and design

constraints

6.4 Video

Conference

Contractor/

Customer

Contract

issues, design

changes

Weekly Contract

Officer

Video Chat/email External Discuss and review contract to

ensure contractor/project team is

completing the project within the

scope of work

6.5 Telephone/e-

mail

Customer Milestone

progress

Daily Project

Integrator

Onsite

Discussion/ e-

mail

External With the Design Engineer, discuss

progress, future milestones, relay

change requests, supplies/budget

and constraints

6.6 E-mail Stakeholders Weekly

communicatio

n discussions

from all

stakeholders

Weekly Project

Manager

E-mail Both Distibute all commuincation

summaries, project

progress/milestones, changes,

budget/costs, WBS and any

pertinent information

6.7 Text-message Customer Project

Milestone

updates

As Needed Project

Team

Text-message External Text message updates to client as

key project deliverables are

completed and project milestones

are reached.

EVERS FAMILY KITCH REDESIGN AND REMODEL

FAST 6 C O MMUNICATIO N MATR IX Fast 6 Kitchen Design

ERAU

Leroy, Dan, Aaron, Keith Paolo, David


4. Change Control Process

4.1 Introduction

Anticipating and management project change is vital to the overall success of this project. The

Change Management Plan was created for the kitchen remodel and redesign project in order to set

expectations on how the approach to changes will be managed, what defines a change, the

purpose and role of the change control board, and the overall change management process. All

stakeholders will be expected to submit or request changes to the project in accordance with this

Change Management Plan and all requests and submissions will follow the process detailed

herein.

4.2 Change Management Approach

The Change Management approach for the kitchen remodel and redesign project will ensure that

all proposed changes are defined, reviewed, and agreed upon so they can be properly

implemented and communicated to all stakeholders. This approach will also ensure that only

changes within the scope of this project are approved and implemented.

The Change Management approach consists of three areas:

Ensure changes are within scope and beneficial to the project

Determine how the change will be implemented

Manage the change as it is implemented

The Change Management process has been designed to make sure this approach is followed for

all changes. By using this approach methodology, the kitchen redesign project team will prevent

unnecessary change from occurring and focus its resources only on beneficial changes within the

project scope. The project manager must ensure that any approved changes are communicated to

the project stakeholders. These document updates must then be communicated to the project

team and stakeholders as well


a. Change Request Form and Management Log

The change request form must be completed in full prior to submittal. Below is a detailed

description of the form’s elements.

Element Description

Date The date the CR was created

CR# Assigned by the Change Manager

Title A brief description of the change request

Description Description of the desired change, the impact, or benefits of a change

should also be described

Submitter Name of the person completing the CR Form and who can answer

questions regarding the suggested change

Phone Phone number of the submitter

E-Mail Email of the submitter

Product The product that the suggested change is for

Priority A code that provides a recommended categorization of the urgency of the

requested change (High, Medium, Low)


4.3 Evaluating and Authorizing Change Requests

In order to evaluate and prioritize a change request, the “priority” and “type” of the change are

taken into consideration. Fast6 assigns a priority level, CR type, and CR status on all change

requests.

Priority Level:

Priority Description

High Highest level of priority; assigned to scope level or client initiated request

only

Medium Moderate level of priority; decisions on CR must be given within 2

working days

Low Low level of priority; decisions on CR must be given within 4 working

days

Change Request Type:

Type Description

Scope Change affecting scope

Time Change affecting time

Duration Change affecting duration

Cost Change affecting cost

Resources Change affecting resources

Deliverables Change affecting deliverables

Product Change affecting product

Processes Change affecting process

Quality Change affecting quality


Change Request Status Type:

Status Description

Open Entered/Open but not yet approved or assigned

Work in Progress CR approved, assigned, and work is progressing

In Review CR work is completed and in final review prior to testing

Testing CR work has been reviewed and is being tested

Closed CR work is complete, has passed all tests, and updates have been

released.

4.4 Change Control Board

The Change Control Board (CCB) is the approval authority for all proposed change requests

pertaining to the kitchen redesign project. The purpose of the CCB is to review all change

requests, determine their impacts on the project risk, scope, cost, and schedule, and to approve or

deny each change request. The following chart provides a list of the CCB members for the

project:

Position CCB Role

Project Sponsor CCB Chair

Project Manager CCB Co-Chair

Client (Evers Family) CCB Member

General Contractor CCB Member


4.5 Change Control Process

The Change Control Process for the kitchen remodel project will follow the organizational

standard change process for all projects. The project manager has overall responsibility for

executing the change management process for each change request.

Identify the need for a change (Stakeholders) – Change requestor will submit a completed

change request form to the project manager. See attachment A.

Log change in the change request register (Project Manager) – The project manager will

keep a log of all submitted change requests throughout the project’s lifecycle. See

attachment B.

Evaluate the change (Project Manager, Team, Requestor) – The project manager will

conduct a preliminary analysis on the impact of the change to risk, cost, schedule, and

scope and seek clarification from team members and the change requestor.

Submit change request to CCB (Project Manager) – The project manager will submit the

change request, as well as the preliminary analysis, to the CCB for review.

Obtain Decision on change request (CCB) – The CCB will discuss the proposed change

and decide whether or not it will be approved based on all submitted information.

Implement change (Project Manager) – If a change is approved by the CCB, the project

manager will update and re-baseline project documentation as necessary.


4.6 Change Control Process Diagram


5. Customer Acceptance

Approved by the Project Sponsor:

__________________________________________ Date: __________________

Approved by Client:

_________________________________________ Date:_____________________


Appendix A

Forms

Project Change Request Form

SUBMITTER - GENERAL INFORMATION CR#

Submitter Name

Brief Description of Request

Date Submitted

Date Required

Priority Low Medium High Mandatory

Reason for Change

Other Artifacts Impacted

Assumptions and Notes

Attachments or References Yes No

Link:

INITIAL ANALYSIS Hour Impact

Duration Impact

Schedule Impact

Comments

Recommendations

CHANGE CONTROL BOARD - DECISION Decision Approved Approved

w/Conditions

Rejected More Info

Decision Date

Decision Explanation

Conditions


Appendix B: Change Control Log

PROJECT INFORMATION

Project Title: Project Number:

Project Manager:

Change

Number

Description of

Change Priority

Date

Requested

Requested

By

Status

Date

Resolved

Resolution/

Comments

**Note** Status can be (open, work in progress, In review, testing, closed)


Appendix C Kitchen Schematics

fast 6 project management communications plan evers family

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