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Final Project Amp’s Gym

Dale Newton

Professor C.J Trayser

September 12, 2016

University of Phoenix

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Table of ContentsBuilding Process.............................................................................................................................4

Project Risk Management.............................................................................................................5

Project Human Resource..............................................................................................................6

Communication Plan.....................................................................................................................7

Procurement Plan..........................................................................................................................8

Leadership & Management/Leadership vs. Management Styles..............................................9

Training Approach and Team Strategies..................................................................................10

Outsourcing and Virtual Team...................................................................................................11

Human Resource Approach........................................................................................................11

Procurement Contracts, Organizational Currencies, Team Pitfalls.......................................11

Procurement Contracts, Organizational Currencies, Team Pitfalls cont..............................12

Change of Project Scope, Timeline and Budget........................................................................13

Cost and Schedule Performance.................................................................................................14

Project Quality Measurement and Performance......................................................................15

Ethical Practice/Management of team.......................................................................................16

Management of the team continued...........................................................................................17

Historical Appendix Charter......................................................................................................18

Historical Appendix Charter continued...................................................................................19

Historical Appendix Charter continued20

Historical Appendix Charter continued....................................................................................21

Historical Appendix Charter continued....................................................................................22

Historical Appendix Charter continued....................................................................................23

Reference......................................................................................................................................24

Reference continued.....................................................................................................................25

Reference continued.....................................................................................................................26

Reference continued.....................................................................................................................27

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Amp’s Gym Building Process

Amp gym in week two used a time phased budget to help the project manager understand

costs and cash flow for the project’s time line. The new gym that will replace the old gym is

located a block away. The old gym was costing Dr.T more money than he was was making each

month. The new changes will look to increase Dr.T’s revenue from prior years of memberships

that were cancelled at the old gym. The project revenue that is left over after paying all

employee wages, contractors, materials, and equipment is a total of $243,886 dollars in revenue

from the agreement of $1,000,000 dollars between the sponsor and project manager. The team

will use a risk management plan, including an assessment chart of risk impact, to identify the

highest risk threats and the impact they possess if they are not attended to by the project team.

Communication plans will be enforced for keeping all forms of communication in the project

between the sponsor and project team. Human resources will need a new action plan for new

employees to progress and meet the customer needs in the new gym policy guidelines. Human

resources will conduct an analysis of all training methods and consider which one would be the

most efficient for the gym. Bi-weekly meetings will be held with the team to review all status

and issue reports looking to make sure all deliverables are being met in the timeframe of the

work breakdown schedule. The project will offer a procurement plan and outline of what

companies are the best in quality to buy from and where the purchases and agreements will take

place.

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Project Risk Management Plan

Project managers must consider what techniques will work the most concise in a risk

evaluation of new product (Gidel, Gautier, & Duchamp, 2005). Risk Assessment charts will help

the project to prioritize the risks in the project. The project team will list the highest risks to the

lowest risks and confirm which risk could be a threat for the project to keep on schedule. The

project manager and contractor will discuss all areas of the project including all permits, licenses,

workforce, and catastrophe setbacks that could delay the project of unknown costs. The project

manager will consult an outside source that works in the construction field management to

measure if the prices and labor are adequate for the project. According to (Al-Humaidi, 2007) the

reason for delays consist of procedural delays, which can be ineffective if hidden, can cause

enabling and triggering causes for the project management. The project manager’s responsibility

will be to avoid managerial, financial, and legal issues that may affect the project if the project

manager does not utilize the proper actions to minimize the delay occurrences (Al-Humaidi,

2007). The table below is to identify risks and how they impact the project overall outcome.

Risk Factor Risks Impact Probability

Approval of license R1 3 1

Contractors/Late R2 2 2

Project exceeds cost R3 1 1

Dr.T Approval R4 1 1

Roof/building on time R5 3 1

Plumbing issues R6 2 2

Risk/Probability rates Low=1 Medium=2 High=3

Total 6 Risk totals (1+3)/2=2 Medium (1+2)/2=1.5 Medium

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Project Human Resource Plan

According to (Atoniu, 2010) human resource plan is an important part of career planning

for the company, which will involve a process of responsibility from the individuals and the

organization which begins a week prior to the project finish date. The resource plan is the

process of understanding the new outlook plan of human resources, and the development stages

of the new gym facility. New improvements of the plan are to satisfy the employees who work

for the company (Atoniu, 2010). Human resources will use the career planning method that will

include self-assessment, reality checks, setting goals, and planning activities (Atoniu, 2010). The

human resource plan will be to use the skills and strengths to help the employee set goals and

define what areas the person would be most effective in the gym to use their skills. An example

would be someone who has knowledge of computers with an excellent attitude would work

efficiently at the office of the gym. Team members’ reward will be a week off of work with pay

for the effective and hard work that was accomplished. Intranet training will be installed on the

office computers to help the employees with new training and any areas of the gym to keep the

employee working effective daily. According to (Marsh & Brazeau, 2016) it will be crucial for

human resources to put employees in the right place of the job for them to perform the most

exceptionally. Policies play a major role in getting the efforts of the team to follow the new

human resource plan from the start of the company opening day and each day of the week

(Marsh & Brazeau, 2016).

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Communication Plan for Amp’s Gym

Communication

type Amp Gym

Objective

of

Communication

Method

used to

communicate

Time Event

For each event

Audience

Dr.T

Co-Sponsor

Owner

Project

Manager

Deliverable

Information

Meeting with

team

In conference

meeting to

establish

project

instructions and

overview of

project

Face-to-Face

Communication

Email to

sponsor of

progress

One day a

week

Project

Sponsor

Co-Sponsor

Project

Manager

Team

Project

Manager

Information

Minutes of

Meeting

And all

Documentation

Bi-Weekly &

Month Reports

including Status

and

Issues/Changes

of need to meet

deadline of

Project

Follow up with

team to make

sure each team

member is

working to

meet all goals

of the project

Presentation

Cloud Meeting

Speaker phone

conference.

Bi-Weekly and

Monthly

Project

Sponsor

Co-Sponsor

Project

Manager

Team

Project

Manager

Activity costs

Status Report

Any changes

That the project

team has made.

Percentage

goals

Communication is essential in a project for the team and sponsor to keep the team

efficient to work on each segment of the project with little or no change. If there is a problem

with the contractors or workers, the project manager must have a plan of action to avoid project

failure. The communication plan helps each member of the project team understand all

responsibilities through meetings, presentations, emails, and memos.

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Procurement Plan

The project team will use a procurement plan in negotiation of new equipment for the

gym. Procurement planning is important to involve the sponsor and agree on all financial

decisions before purchases are made for the gym. The plan will consist of looking at package

deals for the gym to meet all customers’ expectations in training. The project manager will have

human resources find the equipment from proposals and price quotes (Mochal, 2007). The

project manager will go through a list of companies that will offer the low prices who are

qualified to cover the equipment with a life time warranty (Mochal, 2007). Two main points of

availability and cost will be what the project teams looks to for the best result to build the

project. The same method of the procurement plan will be used for buying all the material to

build the gym including all building material, matting for the floors, plumbing, doors, locks,

windows, roofing, ac units, computers, and office equipment. The project manager will consider

each vendor and who responds with the lowest prices and will be able to meet the deadline dates

to deliver the products. The project team is looking to make purchases at a wholesale price when

they buy in quantity from the vendors and gym equipment warehouses. Vendors and gym

equipment warehouses can sell items at the lowest prices to the project team and still make profit

because of the large amount of volume sold in one sale. The project manager will take the list of

all the vendors and make the most efficient decision for the projects needs to complete the job.

Conclusion

The project manager has made some changes in the aspects of the project to fulfill the

stakeholder’s agreement. There is still much that the project manager and team will need to

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accomplish to finalize the project and avoid risks and issues that could arise. The project team

will take the new changes and add them into a revised scope that will include a new co sponsor

in ensuring the stakeholder is satisfied with all aspects of the project. Each area of the project

must be monitored and adjusted to meet all criteria of the requirements in the project. The risk

assessment matrix, communication plan, human resource plan, and the procurement plan will

help with defining the new changes and action plans. All the changes have concise answers to

meet goals and keep the project away from dilemmas that could hold it the project back from the

finish date. The procurement plan will help the project manager in all buying and financial

priorities to accomplish the goals in the project using the most faithful vendors who offer the best

price for the gym.

Leadership and Management

Leadership and management each play a role in team building and are essential to be a

project manager. This report will analyze both leadership management styles, focusing on their

abilities to virtual and traditional teams. Leadership helps the team understand “where and when”

to achieve goals set in a project. Management uses “how” directions to help the team with an

exceptional understanding of what each person’s responsibilities are in a team. For years, both

leadership and administration have helped in the contribution of achieving goals, but which one

is more efficient in team building or are they both the same?

Leadership vs. Management Styles in Team Support

The understanding necessary to build a company requires team knowledge to reach the

business goals; this is why most managers are not leaders, and why leaders cannot reach the

highest pinnacles of leadership (LIopis, 2012). Coaching Leadership helps team members

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develop a concise understanding using questions to probe and mentor the team members to

access his or her understanding, thus giving new outlooks for the team member. According to

(Shenhar, 2004) Strategic project leadership provides a practical, step-by-step approach and

guidelines to organizations and managers on how to turn their projects into successful

competitive weapons. Managers’ responsibility includes brainstorming opposing ideas to find a

proper solution that will help the team work and have a full understanding of what needs to be

accomplished. Managers have a different responsibility than leader that includes using focus and

consistency in a team environment. Leadership and management must all these requirements in a

global world of business.

Training Approaches and Team Building Strategies

Building a team takes a method of training approaches to teach the team members

strategies and what approaches the project manager will use in a project. According to (Hass,

2010.) when you enlist team members, do so not only based on their knowledge and skills, but

also because they are passionate, strategic thinkers who thrive in a challenging, collaborative

environment. Team building consists of hard work between both the project manger and the

team. Team strategies work well when they have guidelines to follow and a plan of action ever

day of the project. Team strategies must consist of communication for every team member to

learn before starting the project. According to (Finch, 2007) not only is communication of the

project goal vital, but frequent updates of the take is important. The project manager must use

building strategies in the project to help with each team member feeling important and a part of

the project.

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Outsourcing with Virtual Team Members

Outsourcing benefits with the virtual team use technology across the globe to help

companies that are looking to reduce employees, but who are capable of being geographical in

work relations. Virtual teams needs guidance to be effective this will include an investment in

the project manager to develop and achieve virtual teams that can successfully excel in each

project (Norman, 2015). Outsourcing with virtual teams must establish a trust bond relationship

of each member for the success in the project to work each day. The impact of outsourcing can

bring a project to a failing point or become very successful if the trust and bond is elaborated in

the beginning of the business relationship (Norman, 2015).

Human Resource Approach

The human resource approach must be consistent in hiring the proper team during

seasonal times the companies will invest in outsourcing to save monetary overhead. In many

projects, there are always problems that will arise but human resource’s approach must be able to

find the right solution in every matter of issues to help the project manager finish the project on

schedule. According to (Sangal, 2016) lifecycle patterns and nature of uncertainty with projects

make the management of human resources very challenging, from the planning to closeout.

Procurement Contracts, Organizational Currencies, Management Trait, and Team Pitfalls

Procurement contracts will depend on the project manager understanding which contract

will meet the need of the project that he or she is working on to date. The project manager will

meet with the new co-sponsor to over all the objectives of the project and see what they can

agree on before meeting with the sponsor Dr.T. If the project manager decides to use fixed price

contract, this would help keep the project manger’s risk register down but the budget would be

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affected because the seller would want a price reduction (Harrin, 2014). There many contracts

for the project manager to look at before working on a project. The projects needs might consist

of a cost reimbursable contract in which the vendor would be paid for the actual work performed

(Harrin, 2014). Project managers must invest in organizational currencies within a project

learning all the team and each team member’s personality. The project manager must be able to

reach and inspire the team to meet all the projects objectives. According to (Makar, 2011) project

managers need to spend time to earn organizational currency with the co-workers. The project

manager who inspires the team will give confidence to the team to overcome and produce work

on schedule. Management trait is an important role for a project manger because the project

manager must be able to find what trait will work to lead a team. The project manager must

consider the optimist trait of having a right attitude to accomplish goals and build morale in the

team. The project manager who carries high emotional intelligence can be constructive in the

project and assist the team to finalize the goal for the finished product. Team pitfalls occur in

many ways in a project and can cause a project to fail. The project manager’s scope statement

should be discussed with the co-sponsor and sponsor to align all measures of what the sponsors

want when the product is finished. The project manager must be able to meet the deadlines that

were discussed in the beginning process of the project. According to (Miller, 2016) one of the

biggest factors, which give teams nightmares, is expecting them to meet unrealistic targets and

deadlines. Stakeholder management plan is the most efficient for projects to use and accomplish

goals. The stakeholder management plan will identify all the strategies of the scheme will

support the interested parties with less resistance. The stakeholders’ analysis is an effective

understanding of stakeholder likes and dislikes and what it will take to continue to build

relationships and meet all goals of the project.

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Conclusion

The analyze report shows that it takes both leadership and management to have a

successful project. Projects can be properly guided by using the right tools and guidelines in each

department to have full results that will make the stakeholders and sponsors pleased of their

investment. Each area of the project must be considered with the new co-sponsor and sponsor to

keep all communication if something in the project needs a change or cost the project manager

did not add to the budget. The project manager must use all the tools and techniques

understanding each one and how they should be applied to the project for a successful turnout.

Changes of Project Scope, timeline, budget

The project manager Dale Newton will go to the Co-Sponsor and Sponsor Dr.T to

consider the methods in which a project scope change are to be managed. This process started in

the beginning of the planning phase where the agreement of the plan took place. The project

manager uses the communication plan to keep in touch with both the Co-sponsor and Sponsor of

all measures of the project, and discusses which areas the sponsors want the project to be refined

and adjustments made. Development of the communication plan helps the project manager and

stakeholders stay successful with meetings, this allows the project manager to have a sharp

vision of where the project needs to go if changes were of need during the project (Mauk, 2011).

In a project, the timeline would change if there were a delay in one of the tasks where the team

fell behind in meeting the work breakdown schedule. The timeline is reported to the stakeholder

and sponsors to keep them informed by emails, meetings, and conferences of all the changes that

are made to the project. The budget must be approved by the sponsors before anything can take

place in a project. The project manager needs to provide a project status report to the

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stakeholders making sure they have all the facts and measures of where the project is at and

accomplishments that have taken place during the team meetings. Change can occur if a project

does not follow risk plans and help employees to meet deadlines this can have an impact on the

budget. The sponsors need to see all milestones meet by the team and the percentage goal of the

team each week to see where the project stands in the timeline of agreement.

Cost and Schedule Performance

The project manager will use cost performance indicator to find out if the costs

performance is where the budget needs to remain at to finish the gym. If the cost performance

indicator is under the value of one, there will be extra costs that the project manager will have to

put out for expenditures not included in the deliverables. The key factor for the project manager

is to avoid an overrun in costs. If the indicator is at one then the estimate at completion will equal

the budget at completion date. This project was able to stay at budget and meet all the needs that

the co-sponsor and sponsor wanted to pay out for the new gym.

The score performance works in a similar way where the value of one must be met to keep the

schedule performance accurate with the budget cost at completion of the gym. A schedule

overrun occurs when the number is lower than one. Cost overruns both are to be avoided if a

project is to stay on schedule and meet all budget requirements. The project manager uses a

formula where earned value divided by plan value will equal your score performance index. If

you divide the earned value by the actual cost of the project, it will be equal to cost performance

value. The project manager sends the reports to the co-sponsor and sponsor by email. The project

manager will have a cloud meeting with the two owners to discuss the changes that need to occur

to keep the budget in place and finish the project on schedule.

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Project Quality Measurement and Performance

Quality measurements in the project are very important and should be considered in the

testing phase of a project for any issues or failure that might need to be fixed before the project

gets on its way. According to (Hoegl, Gemueden, Georg, 2001) Team Work Quality is a measure

for the quality of collaboration in teams and consists of six facets: communication, coordination,

balance of member contributions, mutual support, effort, and cohesion. The project manager duty

keeps the sponsors informed by cloud meetings. The project team and will listen to the co-

sponsor for adjustments the sponsors want to see as the team works on each assignment to finish

phases of the project. Quality control with the team would be a tool used to measure all the

performances and keep the percent goals aligned with the project that the project manager will

give to the sponsors in a report. The morale will make all the difference if they have confidence

and believe in achieving all goals this will be a tool the project manger will use to work quality

performance within the team.

Project Closure/Shutdown Understanding for Amp’s Gym

A project can be shutdown before it is closed in many ways. Reasons consist of budget

and over run costs and over run schedules, this could lead to the owners shutting the project

down before the finishing date. Lack of communication between the project manager and the

sponsors could also result into distrust and barriers that might make the project manager

overlook important information that can have an impact the project success.

Closure Process for Amp’s Gym

Closing procedure for the project will include all task performances at a 100% of

completion in all phases of the team for Amp’s gym completion. The project manager must sit

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down with the sponsors, go over the final status report of the project, and ask them to sign the

project closure form. The key will be to win the acceptance of sponsors and have them sign the

project closing statement. The project manager will sit down with his team and give them praise

for the work accomplished to build morale for the next project the team will perform.

Closure process According to (Dcosta, 2010) means that there has to be an official conclusion to

a project, indicating that the project has come to an end; that the funds and resources will not be

needed anymore and the business operations will continue as normal prior to the conception of

the project.

.  Ethical Practices

In a project, a team needs to understand all policies and guidelines of how a project

works. Ethical practices will take part in all team members valuing the other team mates with

fairness and respect. The project manager’s job is to make sure all team members work together

and avoid conflicts. The project manager should go over with the team, each week, the

responsibilities and understand how each team member must use proper conduct during the

duration of the project. Building a working relationship with the team the project manager should

first show the team respect. The team will appreciate the project manager building a trusting

relationship with him and avoid conflicts that could occur between team members. If a team

member is late to work the project manager must terminate the employee and have human

resources to replace the position.

Management of the Team

A project must have full consideration of each aspect of needs for the project to get on its

way and finish the project on time. The project must first be managed by the correct deliverables

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in the charter and the proper scope of what the sponsors want to build to make a product. Once

the project has started, it will be vital to manage all risk assessment charts with a matrix showing

impact of each risk and the threat it could cost the project manager. The project team must

consider if risk or probability is a high number of risk. If the risk is high, it will be the project

manager’s job to find the solution to lower the impact of the risk. Quality control is very

important and the project team’s job is to give quality in every aspect of the project.

Management must also keep all status reports in order with the sponsors to stay effective in the

project. Communication plan must be enforced by the project team to make sure all the team is

working together to get the project goals accomplished. Coaching leadership for the team

members will help build morale and inspiration leadership to understand the team and inspire

them to work. Project management needs to be responsible while inspiring them to work hard

and meet all goals. Outsourcing will always be in house first to give the people in our country a

chance and have a local contact to do business with for the project.

Conclusion

The final report has established a gym that will help build revenue and bring new

customers. The project manager will use all the tools including, risk charts, analysis of status

reports, percentage goals, and communication plan to solve problems and help the project to stay

on the critical path and meet all the deadlines that the co-sponsor and sponsor expect by the

agreement signed in the charter. The last part of the project will be to sign off all documents,

have a meeting with the sponsor, and co-sponsor to make sure they sign off and accept all

agreement of the project and product built by the team.

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Historical Appendix

Charter Week 1 this charter has been approved by the sponsors and is in the project for

any reports of need have all signatures of the project.

Table of Contents

Product Introduction............................................................................................................................3

Clear Problem and Result Statement.........................................................................................................3

Clear Problem and Result Statement Cont.................................................................................4

Mission Justification.............................................................................................................................4

Project Scope Statement Project Objective................................................................................................4

Project Scope Statement Deliverables .........................................................................................5

Project Scope Statement Milestones....................................................................................................6

Project Scope Statement Assumptions.........................................................................................6

Project Scope Statement Constraints....................................................................................................7

Project Scope Statement Anticipated Project Duration.............................................................................7

Project Scope Statement Risks.....................................................................................................7

Project initiator, Authorizing Resource, Designated Project Manager Signature Area.........................7,8

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Project Introduction

The project will consist of a building a new gym from the old one that is showing age and

has many issues including leaks in the roof and not enough capacity for members to function in

training comfortable. The new gym will be down the street on a 5-acre plot. The new gym will

use the most recent technology in equipment to meet the expectations of the customers’

interests. The project will probably take 6-7 months at the estimated cost of $1 million dollars.

Old equipment does not work at full potential and the treadmills slip that is a hazard and safety

issue for the gym. The weights show much rust and make it hard for the members to use on the

bars to curl and bench weight. Membership files are not updated on a regular basis and this is

costing the gym loss of income each day. Locker rooms and bathrooms have tile broken in the

old gym that is a safety hazard. According to (Bumgardner, 2015) one of the biggest risks of a

gym accident is tripping over something left lying around. The new gym facility will offer all

new matting on the gym floor to protect the member from falling and injuries while working out.

The old gym doors locks do not work which makes it hard for people who need privacy to

change, shower, and clean-up. The new gym will build a larger bathroom with plenty of space to

meet all the customer needs.

Clear Problem and Result Statement

The problem and result statement are getting rid of the old gym due to too many

problems the gym is not bringing in adequate revenue and losing money every day. The result

will be to invest in a new facility gym that has plenty of space for members and new high-tech

equipment to meet customers’ needs and keep above the competition local. The sponsor Dr.T

will move and build a gym on 5-acres with plenty of parking space for the customers. This was a

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major issue with the old gym. Results will benefit to change the loss of revenue the gym has

been making for years to an increase in new memberships and revenue gains each year.

Mission Justification

The new project will be led by the project manager Dale Newton, to produce a gym in the

right location to fulfill the needs of the customers and the sponsor. Once the authorization has

been granted, the project manager will build a new gym on a 5-acre plot. The mission

justification will be to help Dr.T increase his revenue and possibly build more gyms based on the

success of this first new gym building project. The project will be complete in an estimate of 6

months and have a critical path deadline to finalize the project for the sponsor. The project team

supports Dr.T in building the gym to invest in return on investment in the project within the first

and second fiscal year.

Project Scope Statement

The building will consist of new gym that will be built solid to weather all storm

conditions. The new gym will have tinted windows to help save cost on the utilities bill every

month. Insulation of the highest rating will be purchased to keep the building warm in the winter.

The company will have A-grade treated lumber for the building from Lowes® Construction will

concrete floors , a metal frame with cinder block support. The gym will have heavy duty

aluminum siding. The new gym will offer a flat pitch tar roof. Two restrooms one for the men

and women including an automatic sink to wash hands without turning on the water. A cardio

center upstairs built with new carpet and a separate area for aerobics instructors to use for

classes. A stairway that has safety handles to keep customers from falling. The stair way will

also include steps that are made of steel and have grooves in them to keep the customer from

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slipping on the stairway. The trees will be on the east side of the building will remain all other

tree will be removed and land will be cleared and leveled is included in the process of building

the new gym.

Project Statement Deliverables

Project objective includes a 5-acre plot removing all the trees and putting a new gym in

with a new parking lot. The price will not exceed over one million dollars from sponsor Dr.T.

Deliverables on the project are 87120 square-foot gym with 130680 square-foot parking area,

two rest rooms 10x12 feet, two toilets, 2 urinals, 4 sinks, 30 lockers in each bathroom, mirrors

6x6 four covering one side of the gym, 625 square-foot cardio with upstairs building height 25

feet. Equipment for the gym includes the following:

Four benches

4 incline benches

dumbbells 5 pounds- to- 150 pounds

4 kilo kettle bells set up-to-60 kilo kettle bells

5 treadmills

6 aerobic bikes

reverse hyper machine

mono stand

two squat racks

5 lat machines

3 triceps machines

3 bicep machines

1 wrist machine

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two leg presses

3 abs machines. 2 cable rows

weights 5000 in 45 pounds

1000 10 pounds

750 5 pounds

500 in 2.5 pounds

register

4 computers

2 coolers for drinks

3 leverage machines

10 stair steps with 10 mats

4 balls

Milestones

Milestones will include all permits approved on August 12 and the foundation of the gym

layed down on August 17. Building electric and plumbing inspections complete on August 24.

Final inspection of project will be on August 31. Technical requirements include all building

code approvals including plumbing and electrical work for the function of the building.

Assumptions

Assumptions the project manager will consider are weather conditions, problems with the

removal of trees, equipment arriving on time, failure of contractors to commit on schedule,

sponsor not agreeable to areas of project. Constraints

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Constraints, business-funding amounts acceptable by sponsor, technical constraint

government regulations on the property, and 17% of work must be complete by the first month

of the project.

Anticipated Project Duration

Anticipated Project Duration will be for six months to finish the gym. The project

manager will use business requirement analysis, WBS, and Gap Analysis to make sure the end

date is accurate. Communication, team meetings, reporting will help to meet the duration and

finish six months from the start date.

Risks

Risks include, lack in change control of the project, Cost forecast estimations are not

accurate, possible activities are missing in scope statement, equipment not assembled correctly,

team is not communicating, resources do not have correct experience, resources show a high

turnover rate in the project.

Project Initiator

Project Initiator Dr.T

Project Manager Dale Newton

The project manager Dale Newton has read the charter and agrees that this project is sufficient,

and will meet the goals of the sponsors need. I understand that by signing this agreement it is a

bond deal. The project will be in effect immediately upon the start date of the signature.

Name Dale Newton Signature Dr.T September 12, 2016

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