7-1 Final Project_Project Management Plan Report

3 relocation. The lease will need to be finalized, and the appropriate permits and zoning approvals must be obtained before moving to the new plant operations in subsequent order. The move must be completed by December 21, and operations must be continued during this relocation. Project Purpose An initiation kick-off meeting occurred to inform all key stakeholders about the reason for Project Destiny. The project aims to move to a large facility, providing additional space and improving material flow. Romet's company aimed to machine critical components for rotary natural gas meters and electric instruments in- house. As the company continues to grow and acquire additional equipment, there is a need for a larger facility to continue to meet Romet's strategic goals. From a planning perspective, we will complete all the documentation necessary to determine what will be needed to complete this project in time. Project Objectives Operations must continue while the plant is being moved, and measurable project objectives are outlined below.  Finalizing lease  Obtain permits  Acquire zoning approvals  Electrical and pneumatic construction  Quality/supervision pod construction  Anodizing line installation  Machine shop equipment removal and reinstallation  Construct climate control proving room  Assembly and paint line relocation  Auxiliary equipment  Office construction  Installation of information technology services  Office move Success criteria are that each of these objectives is completed according to the requirements within the allotted time provided while ensuring no disruption to existing ongoing operations. Business Case Project Destiny will benefit Romet as the new facility will provide 20,000 additional square feet and improve the layout. Additional square footage means additional equipment, resulting in financial growth for the company. At this time, it is unknown if any other alternatives were provided. Based on the organizational structure, the determination to take this approach was made by Brent Collver, CEO of Romet, when it was determined that there was a need for a larger facility. Requirements The high-level essential requirement in Project Destiny is to ensure that Romet operations are moved timely to the Timberlea Boulevard location. Assumptions  Each project deliverable will be completed within its estimated timeframe.  Acts of God or weather will not impact the move.  The project will be completed within the allotted budget.

6 Name Role Responsibilities Machining ensuring enough parts are built before the shutdown for relocation. She’ll need the plant facility and equipment to meet all requirements after the project. Jared White Dept. Head of Anodizing Responsible for overseeing the anodizing area and needs to ensure this area of the manufacturing process meets all requirements after the project. Sam Rose Dept. Head of Assembly Responsible for overseeing the assembling of the manufacturing process and will ensure enough work before the shutdown for the relocation. She’ll need to ensure this area meets all requirements after the project. Gary Jones Dept. Head of Proving Responsible for coordinating with Measurement Canada to aid with certifying the testing of equipment after it has been relocated and installed in the new building. Tami Doe Product Manager Equipment specialist who will be responsible for being part of the coordination and testing of equipment after it has been relocated to the new building. Mark Hartwell Technology Manager (project team) Responsible for ensuring all technical work is handled on time. He will help ensure vendor tasks align with requirements and within time and budget. He must validate and provide a sign-off on all designs before completion. Any May Regulatory and Permits Specialist (project team) Responsible for licensing and permitting work. She must review permit and license applications to ensure they follow policies, codes, and statutes. Any will collaborate with the company lawyer to ensure the permits, licenses, and zoning approvals are obtained timely. Julie Sebastian HR Assistant (project team) Responsible for ensuring human resource leadership continues to be provided to operational leaders and employees during this relocation. David Clark Machine Shop Supervisor (project team) Responsible for overseeing operational work in the Machining area before and after the shutdown for the relocation. Mike Litten Inventory Control and Movement (project team) Responsible for taking inventory of all equipment and parts before the relocation begins and after they have been moved to the new building. James Terry Vendor/Contractor Coordinator (project team) Responsible for working with Jerry to coordinate additional plant construction and equipment installation resources. Table 2, Project Roles and Responsibilities Project Budget CEO and Project Sponsor Brent Colliver has established a budget based on the estimated schedule. It won't be easy to have additional project costs approved. Project Exit Criteria

9 Stakeholder Name Title Contact Engagemen t Level Attitude Communication Requirements Project Impact .com or roadblocks with the schedule and budget. Paul Brown CFO 905-519-3208 Ext.002 p.brown@romet. com Medium- High Supporter  Monthly project status meetings.  Ad-hoc meetings to discuss impediments that will impact planned budget. 9 Kent Masters Director of Operations 905-519-3208 Ext.003 k.masters@rome t.com High Supporter  Weekly project status meetings 9 William Smith Lawyer 905-519-3208 Ext.004 w.smith@romet. com Medium- Low Neutral  Weekly project status meetings  Email, IM, and phone call 5 George Dyer Architect 905-519-3208 Ext.005 g.dyer@romet.c om Medium Supporter  Weekly project status meetings  Email, IM, and phone call 6 Jerry McIntyre Contractor 905-519-3208 Ext.006 j.mcintyre@rom et.com Medium Supporter  Weekly project status meetings  Email, IM, and phone call 7 Tamika Robinson Project Manager 905-519-3208 Ext.007 t.roibnson@rom et.com High Champion  Weekly project status meetings  Available and respond to all emails, IMs, and phone calls regarding the project. 4 Kay Tuttle Dept. Head of Machining 905-519-3208 Ext.008 k.tuttle@romet.c om Low Neutral  Monthly project status meetings. 4 Jared White Dept. Head of Anodizing 905-519-3208 Ext.009 j.white@romet.c om Medium- Low Critic  Weekly project status meetings.  Rarely responds to emails, so contact via phone for project questions. 8 Sam Rose Dept. Head of Assembly 905-519-3208 Ext.010 s.rose@romet.co m Medium- Low Supporter  Weekly project status meetings.  CC on all project related communications. 9 Gary Jones Dept. Head of Proving 905-519-3208 Ext.011 g.jones@romet.c om Medium- Low Neutral  IM prior to email or phone calls.  CC on all meeting minutes from weekly project status meetings. 8 Mary HR 905-519-3208 Low Supporter  Weekly project status 3

12 Communication Method Objective of Communication Medium Frequency Stakeholder Audience Owner Deliverable Format discuss technical development solutions or impediments, testing. minutes. Stakeholder/Ste ering Committee meetings Informative meetings with executive leadership or steering committee on project status. Virtual or Face-to- face or Conferen ce call After milestone completion Executive leadership responsible for project and providing support and steering committee. Project manager Project schedule and meeting notes. Schedule provided in soft copy for all participants along with meeting minutes. Daily Stand Ups Quick meeting to discuss what was completed the day before, what will be completed today and any impediments. Virtual or Face-to- face Daily Project Team Project Manager Huddled discussion. Meeting notes captured shared with participants. Retrospective meeting (Lessons Learned) Occurs at the end/completion of project to reflect on what was successful and what could be improved. Virtual or Face-to- face Once Project team, internal stakeholder s, external stakeholder s Project Manager /Product Owner Presenting anonymous feedback gathered before meeting, and ‘white board’ details captured Share information captured with all participants. Table 3, Communication Matrix 4. Scope Management Plan Scope Statement To aid continuous company growth, Romet Limited will be moving to a new plant to give them an additional 20,00 square feet and expanded material flow. A scope management plan was developed to provide insight into the scope of Project Destiny. A scope management plan is a required collection of processes to ensure all the relevant tasks are completed (PMI, 2021). It provides a structure for explaining the project scope by breaking it down into smaller manageable pieces to validate with stakeholders. Fourteen sequential activities are required to complete this relocation. The lease will need to be finalized, and the appropriate permits and zoning approvals must be obtained before moving to the new plant operations in subsequent order. The move must be completed by December 21, and operations must be continued during this relocation. In addition to defining the scope and providing deliverable breakdowns, the scope

15 The quality management plan for Project Destiny will outline the quality standards, assurance, and control limitations necessary to ensure the proper quality for this effort is being met. Ensuring that project deliverables are met will require focusing on testing, inspecting, and identifying any issues. The project manager must establish a procedure for assessing readiness to deliver the project’s objective. The plan’s success will be assessed considering the completion of every task against the planned timeline and budget. Quality Management Approach Quality Standard Name Quality Standard Type Quality Metric Quality Standard Timeline Evaluation Process Quality Frequent project timeline monitoring Ensure project remains within timeframe Equipment Procurement Product & Process Quality Equipment meets standard specifications Equipment meets functional stands for processing and product output Inventory Valuation Product Quality Manufactured inventory must continue to me standards Inventory meets quality standards and meets 98% customer satisfaction rate Business Continuation Product Quality Disassemble equipment and reassemble equipment at new location, while continuing to ship products Continue to provide products to customers while relocating to the new facility Table 1, Quality Approach Standards and Requirements Quality Assurance Quality Standard Name QA Process Name QA Methodology Frequency Timeline Evaluation Timeline Audit As each milestone is completed, the project manager will review the timeline. Any variances can allow for appropriate modifications During and after milestone completion Equipment Procurement Equipment Review Team to perform equipment checks to validate equipment performance weekly for one month. Then standard monthly quality evaluations. Weekly/Monthly Inventory Valuation Inventory Quality team to perform Weekly

18 WBS WBS Name Predecessor WBS ID Estimated Time (Weeks) 1.5.5 Information technology services 1.2.2, 1.2.3 12 1.5.6 Office move 1.2.1, 1.5.5 1 1.6 Transition 1.6.1 Create inventory of machined parts - - 1.6.2 Create inventory of assembled parts - - 1.6.3 Support customer deliveries - - 1.7 Close 1.7.1 Project End 1.3.2, 1.5.4, 1.5.6 - Table 1, Project Activity List Network diagram The network diagram visually maps the schedule and activity work sequence (PMI, 2021). It can be referred back to aid with tracking progress for each stage. Project Sequencing and Critical Path The table below will cover the project's sequence. The table will include the activity sequence, its corresponding estimated time, and a critical path indicator. Delays can impact Project Destiny, so this will help plan each activity's duration from start to completion. The project manager will ensure the timeline is not negatively impacted. Activity Path Sequence Total Duration Critical Path Y/N 1.1, 1.1.1, 1.1.2, 1.1.3, 1.1.4, 1.1.5 22 weeks Yes 1.2, 1.2.1, 1.2.2, 1.2.3 28 weeks Yes

21 Destiny, this report will be provided weekly. This report provides transparency by informing stakeholders to help them make informed decisions about the project. Cost Variance Response Process CEO and project sponsor Brent Collver is adamant that this project will be completed within schedule and without increasing the budget. $870,000 has been allocated for all 14 activities and $30,000 for reserve. Even though we have a small reserve, the given cost threshold will be within 0-3% because we must stay within budget. Any negative variances will require review with the project sponsor and vital stakeholders to determine if alternative actions are necessary quickly. Cost Change Control Cost change control involves constantly monitoring and tracking all allocated costs to ensure a project remains on track. The project manager must ensure they understand the scope, all requirements, and associated estimated cost baselines. They will then need to ensure they track the budget with the projected costs. If we identify any overspending, the project manager will quickly schedule a review with the sponsor. We will discuss the necessary steps to reduce costs, and if a change needs to be made, we will follow the formal process. We’ll document the change in the log, assess its impact, obtain approval from the applicable stakeholders, revise the baseline, update necessary documentation, and communicate the change with the project team and all other stakeholders. Project Budget The following table is a breakdown of the project budget by category. The budget categories were developed by combining similar project steps from the work breakdown structure and will also include the contingency and management reserve values. This table provides a high level of costs for Project Destiny. Budget Category Cost Estimate Contingency Reserve Management Reserve Total Budget Legal/Regulatory $18,000 - - $18,000 Construction (Labor and Materials) $378,000 - - $378,000 Equipment Relocation & Installation $283,000 - - $283,000 Information Technology Services $76,000 - - $76,000 Office Moves $115,000 - - $115,000 Contingency Reserve - $20,000 - $20,000 Management Reserve - - $10,000 $10,000 Total Budget $900,000 Table 2, Project Budget Breakdown

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23 REFERENCES Mark, K. (2019). Project Destiny . Ivey Business School Foundation. Project Management Institute. (2021). A Guide to the project management body of knowledge (PMBOK® guide) (7th ed.)