Tucker QSO 640 Milestone 1

1 Katherine Tucker QSO-640 Project Management Milestone 1 7/23/23

2 The company, Fabricant Corporation is defined as a leader in designing, prototyping, and manufacturing engineering for solar power, medical, aerospace, and electric power applications (Project Management, 2023). Fabricant Corporation would like to grow and expand in environmental conservation through research, development and community information. They are going to work on a project retrofitting industrial lighting throughout the interior and exterior of the facility. This project aligns with the Fabricant Corporations ideas and mission, by increasing environmental awareness and energy conservation. The economic feasibility of the project is that it will bring in rebates of $245,000 and cost $300,000. The cost will be offset by the incentives and rebates, the ROI is very high; 89% and return will be immediate. The technical feasibility is positive with using external consultants and own facilities employees. With using an external consultant, Sam Massoni Program manager with Amercian Grid, will assist in obtaining incentives, program requirements and starting idea to retrofitting the lighting. Internally they have the resources to complete the project with their own Head of Facilities, Mitch Cyterski. Organizational feasibility is where concerns come in. Issues disrupting production with the mess from replacing each light will affect production and could cause overtime for workers. Also, it is a very expensive project where the current lights do still work and create unnecessary waste. Fabricant Corporation new project aligns with the strategic goals of retrofitting all interior and exterior lighting with their organization goal. Their organizational goals of becoming a leader in energy conservation, research and development of advanced technologies (Project Management, 2023). By choosing the project of retrofitting all lighting in their facilities will decrease their environmental impact and by putting their project in their newsletter, website,

4 PR/Communications Manager; Emmitt McAuley, OSHA liaison; Matt Stevens, Strategic Planning Assistant. Risks : Cost could exceed estimates and ROI would be less than expected. Team Members do not possess all the necessary skills to carry out necessary project activities. Replacement work will disrupt production activities and delay output. New technologies will fail to deliver expected energy efficiencies. Removal and disposal of hazardous material in old lighting systems. Schedule Summary : 3 months after start of project Budget Summary : Project will cost $310,000, with expected rebates of $245,000 Measurable Success Criteria : Reduction in energy consumption, based on measured comparison to baseline audit. Improved lighting conditions. Other Project Limitations : To be determined with project reviews. Project Approval : Lee Feinberg, CEO 7/23/2023 A Project charter is “ a document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities” (Brown, A.S, 2005). To keep a project on task a high-level timeline is necessary to ensure goals are met at specific times and if they are not being able to adjust the timeline to attempt to keep the project on track. Maintaining the project timeline ensures that management and stakeholders of the project watch the project will meet all deadlines. Doing reviews and audits of the timeline to ensure goals are being met and the team is capable of achieving the projects goal in the allotted 3 month timeline. This project has a very short length and if any major issues come up there will not be time to complete the entire project. It is important to note any holidays, vacations,

5 weekends, ect that could affect the timeline. With the current timeline it should come in right at the end with some extra days built in that can speed up the project or account for any issues [See Figure 1]. While discussing and planning for a project each stakeholder has the time to express concerns. Such concerns during this project were expensive project and disrupting the production floor. All concerns of internal and external stakeholders need to be resolved before going forward to ensure that planning is adjusted to ensure the project stays on time and on budget. [See Figure 2] The key project stakeholders each play an important role in the projects success. Liu sets up a stakeholder list with input from other team members and communicating to all team members positive or negative. “Project stakeholders have an interest in the success of a project, and can be internal or external to the organization that is sponsoring the project” (Stakeholder Management). [See Figure 3]

7 Appendix Figure 1: Timeline Tasks Description Duration in Days Start Date Completion Date Responsible for Oversight Energy Audit of each building 5 Days 7/24/2023 7/28/2023 Trudy Noble Recommendations for lighting system 3 Days 7/24/2023 7/27/2023 Matt Stevens Life Cycle Cost Analysis 5 Days 7/31/2023 8/4/2023 Perry Silverman Waste management Disposal 4 Days 8/28/2023 8/31/2023 Emmit McAuley Retrofit materials and Electrical components 7 Days 9/1/2023 9/18/2023 Janice Scott Demolition and installation Plan 10 Days 8/14/2023 8/25/2023 Paul Callahan Complete and submit permit & certificates 2 Days 8/7/2023 8/9/2023 Vivian Lui Submit drawings and construction phase 2 Days 8/9/2023 8/11/2023 Vivian Lui Phase 1: Corporate Office 5 Days 9/11/2023 9/15/2023 Paul Callahan Phase 2: Office and Break Rooms 4 Days 9/18/2023 9/21/2023 Paul Callahan Phase 3: Production Floor 10 Days 9/22/2023 10/5/2023 Paul Callahan Phase 4: Warehouse 7 Days 10/6/2023 10/16/2023 Paul Callahan Installation of sensor and motion detectors 3 Days 10/17/2023 10/20/2023 Paul Callahan Delivery of Computer model with baseline energy usage and tracking system 3 Days 10/16/2023 10/18/2023 Elwood Vaughn Submission of close-out documentation 1 Day 10/22/2023 10/23/2023 Vivan Lui Total 71 Days Figure 2: Concerns Project Concern # Concern Identified Level of Impact Date Identified Due Date for Resolution Stakeholder identified concern Stakeholder Internal or External Project team member assigned to concerns Resolution Completion Date 1 Project is very expensive High 7/23/23 10/23/23 Perry Silverman Internal Perry Silverman Perry will monitor and ensure costs do not get out of hand. 9/6/23 2 Project could disruptive production High 7/23/23 10/23/23 Ken Simmons Internal Paul Callahan, Vivian Lui, Janice Scott, Lee Paul will be flexible with work schedules for accommodate the floor being down. 10/1/23

8 Feinburg Vivian will review the timeline see the impact on the timeline. Janice and Lee approve. Figure 3: Stakeholder Analysis Template Name Role Interest Power Classification Lee Feinburg CEO High High Positive Janice Scott Strategic Planning Medium Medium Positive Sam Massoni Program Manager, American Grid High Medium Positive Paul Callahan Distribution Logistics Manager Medium Low Neutral Elwood Vaughn Systems/IT Director Medium Low Neutral Trudy Noble Environmental Manager High High Neutral Jeff Salvatore PR/Communications Manager Medium Low Neutral Vivan Liu Project Manager Low High Positive Mitch Cyterski Head of Facilities High High Positive Perry Vaughn Finance Analyst Medium Medium Positive Jeff Salvatore PR/Communications Manager High Medium Positive Emmit McAuley OSHA Liaison Low High Neutral Matt Stevens Strategic Planning Assistant Low Low Neutral Ken Simmons Production Foreman High Medium Negative