Project Assignment 1 (Nina's Answer)

Project Management 412
Project Assignment Number 1: Project Plan

Group: E1
Group Members
Nina Du Toit
15286363
Mark Marais
15368122
Ryno Beyers
15407756
Mohammed Karjiker
15137775
Wolfgang (Bill) Edmayr
15462463
Contents:
Page
Project Scope Statement...2
a. Company Background...2
b. Objectives....2
c.
Deliverables.3
d. Milestones....4
e. Work Breakdown Structure5
f.
Technical Requirements.6
g. Limits and Exclusions.....7

h. Customers Appropriate Review & Approval Procedures......8
Appendix ..10
a.
Planning....11
b.
Baseline Project Plan..16
c.
Budget...17
d.
Minutes of Meetings....28
Project Scope Statement

a. Company Background (Directly off Simproject Simulation Information)
D&J Plastics is a 10-year old plastics manufacturing company located in the Midwest. They specialize in developing
parts for industrial use using injection molding and extrusion technologies. Their specific specialty lies in the area of
developing made-to-order parts for the automotive after-market, although their product catalog includes products used
within many industries, both marketed directly to consumers and those sold to manufacturers and retailers. D&J
Plastics is a privately owned company with projected revenues for FY2003-2004 of $15 million. In recent years, the
company has begun to broaden its capabilities by developing design and engineering expertise in-house. This
approach has allowed the company to expand its business opportunities by developing products for other firms that
lack specific knowledge of plastics engineering and/or manufacturing. The impetus to expand in-house engineering
capabilities at D&J has been identified by upper management as a necessary means for continuing to enhance
business opportunities and revenue generation in this highly competitive marketplace. The goal of D&J is to continue
to develop in-house engineering and new product development to a level that will provide a sustainable competitive
advantage for the firm over competitors in both the local and national markets. Recognizing the value of project
management procedures, D&J has committed to improving their new product development through project
management in the past three years. The companys objective is to re-engineer existing products and develop new
products in a cost-effective manner while meeting customer needs. D&J seeks to use exclusivity agreements and
patents to protect its revenue generation for these products.
b. Objectives
Ensure projects are delivered within budget
Ensure projects are delivered within schedule commitments
Deliver quality solutions reduced errors, improved effectiveness and appropriate risk management and
internal control
Continuous process improvement via collaboration
Implement project communication and oversights
Ensure development of in-house engineering and new product development to a level that will provide a
sustainable competitive advantage for the firm over competitors in both the local and national markets
expand in-house engineering capabilities at D&J
enhance business opportunities
enhance revenue generation
Ensure project management executions results in new and existing products being developed in a costeffective manner while meeting customer needs.
Legal aspect- ensures D&J uses exclusivity agreements and patents to protect its revenue generation for
these products.
Ensure customer satisfaction
Ensure product is user friendly
Ensure there is a support structure for the product
c. Deliverables
The following deliverables relate to the 53 tasks that will be undertaken in the project.
Division
Market Assessment
Procurement
Specific deliverable to be approved
Marketing Evaluation
Evaluate Market
Customer Preference Study
Business Evaluation
Business Evaluation
RFQs
Develop and Issue RFQs
Production Sample
Issue Sample
Vendor Selection
Identify vendors
Supplier Process Analysis
Perform Supplier process
Supplier Quality
Design
Engineering
Relevant Task/s
capability, Qualify Supplier

Sample Part Analysis
Approve sample parts
Design and Development Plan
Design and development Plan
Design Specification Report
Design specifications
Risk Analysis
Risk Analysis
Final Design Report
Design labeling, Approve Design
Engineering Specification Report
Initial Engineering specifications
Functional Model
Build functional model
Model Design Report
Approve model design
Testing protocol report
Evaluate design specifications,

Develop testing protocol
Engineering Quality
Test Results Report
Test prototype, Evaluate results of

tests and identify weaknesses
Manufacturing
Product Release Plan
Product Release Meetings
Process Engineering Plan
Process engineering plan
Production Plan
Develop production plan
Production Control Plan
Develop production control plan
Production Part Analysis
Approve production parts
Pilot Test Report
Production pilot test
Production Release Report
Contracting for deliveries, submit

production purchase order,
debugging production system,
production release
Commercialization
Project Management
Marketing Plan
Develop preliminary marketing plan
Marketing Program
Develop marketing program
Advertising campaign proposal
Advertising campaign
Product Launch report
Product Launch
Project Status Reports
Project Management of every

period
d. Milestones
Period/Milestone
Critical period days
ID of critical tasks
Duration
ID of
hours
milestone
1
7.06+8.25+12.31+5.1
Date of
milestone
2,3,4,5
32.75
69
262
2011/03/31
3
2
6+22
16,17
28
70
224
2011/05/10
28
52
28
71
224
2011/06/17
5+4+5
20,21,23
14
72
112
2011/07/07
7+4+10
24,25,26
21
73
168
2011/08/05
18
27
18
74
144
2011/08/31
5+14
9,12
19
75
152
2011/09/27
15
39
15
76
120
2011/10/18
4+4
29,30
77
64
2011/10/28
10
10+7+3
14,31,37
20
78
160
2011/11/11
11
8.5+5+8
41,42,43
21.5
79
172
2011/12/13
12
2+5+4+3+3
49,45,46,47,54
17
80
136
2012/01/05
totals
242.25
242.25
1938
Milestones are the target tasks achieved for a particular period for this project. The milestones for this project are
represented in the table above. The identification of each milestone is listed in column 5 above with milestone 1
identified as ID 69 till milestone 12 identified as 80.
Milestone 1 involves locating and defining the market of the product.
Milestone 2 creates a preliminary market plan while developing a design plan and design specs for the
product
Milestone 3 stipulates the training of sales team and developing an advisement campaign while identifying
possible risk factors
Milestone 4 involves the approving of the design plan and initial engineering spec.
Milestone 5 validates the consistency of product functionality, product design and engineering plans and the
release of pre product specifications
Milestone 6 evaluates the design specifications and the construction of a functional model with a development
and issue of a RFQ.
Milestone 7 issues a sample product and develops testing protocol for prototype while investigating quality
control and procurement.
Milestone 8 designs process engineering plan and tests prototype.
Milestone 9 approves the model design, validates the design review and approves sample parts while testing
the prototype.
Milestone 10 identifies the specific machine and manpower resources needed to produce the requirements for
the product as well as assessing the necessary quality requirements.
Milestone 11 evaluates all supplier responses to RFQ and notifies those selected as well as initialization the
manufacturing process.
Milestone 12 includes production and manufacturing of the product.

4
e. Work Breakdown Structure

Heading
Project
Management
Project
Management
Period 1
Project
Management
Period 2
Project
Management
Period 3
Market Assesment
Evaluate market (1)
Develop
preliminary
marketing plan (2)
Develop Business
opertunity (1)
Engineering
Commercialiazation
Customer
preference study
(1)
Train sales team (3)
Supplier Quality
Procurement
Verification design
review (5)
Project
Management
Period 6
Design and
development plan (2)
Design specs (2)
Identifying testing
requirements (3)
Risk analysis (3)
Design labeling (4)
Approve design (4)
(3)
Design verification
activities (5)
Build function
model (6)
Project
Management
Period 7
Show functional
model at trade
show (8)
Design validation
activies (8)
Project
Management
Period 9
Validation design
review (9)
Project
Management
Period 10
Design transfer
activies (10)
Release preproduction
specifications (5)
Develop and Issue

RFQ (6)
Evaluate design
specifications (6)
Identify vendors (6)
Develop testing
protocol for
prototype (7)
Issue sample
(production
equivalent (7)
Test prototype (8)
Process engineering
plan (8)
Approve sample
parts (8)
Develop production
plan (10)
Quality Supplier (10)
Approve model
design (9)
Approve production
parts (11)
Debugging
production system
(12)
Submit production
purchase order (12)
Perform supplier
process capability (7)
Evaluate results of tests and

identify weaknesses (9)
Product release
meetings (10)
Project
Management
Period 11
Product launch (12)
Design
Business evaluation
(NPV, etc) (1)
Initial engineering
specs. (4)
Project
Management
Period 5
Project
Management
Period 12
Manufacturing
Develop marketing
program (2)
Project
Management
Period 4
Project
Management
Period 8
Engineering Quality
Develop production
control plan (11)
Contracting for
deliveries (11)
Production pilot
test (12)
Asses RFQ responses

and select vendors (11)
Production release
(12)
f.
Technical Requirements
Summary of product:
The product desired is to be a new plastic composite used in a large variety of applications. The client wants to use
the specified composition to create a new plastic used for industrial sized containers to replace large metal containers.
The desire is to use the containers to completely replace industrial sized metallic waste containers in the hopes of a
greener product.
Product Requirements:
1. The product must be recyclable.
2. The product should be cheaper and easier to produce than the current metal container used in industrial
applications.
3. The product must satisfy all green product requirements and have a green-label.
4. The product must at least meet and preferably surpass all strength or endurance capabilities of the metal
container.
5. The product must be able to handle extreme temperature and environmental conditions on an industrial scale.
6. The product should be light and easy to manoeuvre.
7. The product must not become susceptible to any materials or liquids placed within the container. i.e. must not
become foul-odoured because of its containments etc.
8. The product should not be an eyesore.
9. The product must be of feasible composition so that a water or other non-toxic based paint can effectively and
efficiently colour or texture the product.
Project Requirements:
th
th
1. The project takes place from the 15 February 2011 to the 5 of January 2012.
2. There has to be a completed Market assessment on the feasibility of the product.
3. The procurement of the quote of the product must be established.
4. The capabilities of the suppliers must be identified.
5. Design of the entire product must be completed including specifications, risk analysis, design analysis and the
possible testing requirements.
6. All engineering specifications must be completed regarding pre-production specifications, a functional model
of the product, the validation of the product and secure final approval of engineering, design and
manufacturing.
7. The quality of the product from an engineering standpoint must be evaluated including the testing of the
prototype and a evaluation of all results with all weaknesses identified.
8. The manufacturing process must be established with all relevant tasks completed including the contracting of
deliveries and a production pilot test.
9. Finally the commercialization of the completed product must be completed including a marketing program, the
procurement of a sales team, an advertising campaign and an official launch date of the product.
g. Limits and Exclusions

Limits
The limits associated with the company D&J for re-engineering of existing products and developing new products.
The company has recently expanded in its capabilities by developing design and engineering expertise in-house. This
approach has lead to an expansion of the companys business. D&J thus tend to continue to develop in-house
engineering and develop new products at a competitive level. D&J have therefore acquired the expertise of a project
manager. D&Js new development and re-engineering have outlined the following limits for this specific project.
1) Cost effective. The project has been given a specific budget of $380 000,
2) Time constraint. The project is run over a specific time interval, 243 days divided into 12 periods containing an
overall of 53 tasks.
3)
Environmental constraints for the product. As the company is a plastic manufacturing company
environmentally friendly concepts need to be addressed.
4) Environmental responsibility for project. Engineerings involved with the project need to be as environmentally
friendly as per regulations.
5) Specific standards and regulations. In developments of new products the specific standards and regulations
need to be followed.
6) Regular informatory meetings. As the company is new to this branch of development the stake holders need
to be regularly informed.
7) Functionality. The acquired recourses need to function at optimum capacity due to the time constraint and
functionality needs to be as high as possible.
Exclusions
The exclusions of the project are a minimum as the project involves market assessment, commercialization, design,
engineering, engineering quality, procurement and manufacturing. However the project ends after the product launch
and debugging of the product system, the exclusions of the product are listed below.
1) The project doesnt continue production after initial launch.
2) The project doesnt involve services of the product or follow up development on the product.
3) Once the Product is launched and debugged the project is terminated.
4) Project team is not involved in any manufacturing of products except for the project product.
5) The Project stipulates that no resource may quit until the project manager releases the individual of his/her
responsibilities.
h. Customers Appropriate Review & Approval Procedures
Several of the deliverables of the project team need to be reviewed and approved by the customer, D& J Plastics.
Each task is assigned a person to undertake it and someone in the project team to approve it. The customer does not
want to be bothered after every deliverable is finished to review and approve it so they have asked to get feedback of
the deliverables of each phase from the divisions of the project team. Each deliverable, however, must be reviewed
and approved some or other time. The customer request directs the reviewing procedure of the deliverable through
the correct managerial path.
Periodically each project team approver of a division is required to give feedback to the customer approver and then
the customer approver will review the tasks that are complete and the ones that are under construction. The divisions
are listed below in the table, with the appropriate project team and customer approvers.
As one can see on the planning (which can be found in the Appendix), a project status meeting has been scheduled
for each period. This will give the project team approver an opportunity to review actions that have taken place and
also for him or her to meet with the respective customer approver.
Phase
Market Assessment
Specific deliverable to be approved
Marketing Evaluation
Project Team
Approver
Customer Approver
Marketing Manager
Marketing Director
Engineer
Procurement Manager

Business Evaluation
Procurement
RFQs
Production Sample
&Senior Engineer
Vendor Selection
Supplier Quality
Supplier Process Analysis
Quality Engineer
Sample Part Analysis

Design
Procurement Manager &

Head Quality Inspector
Design and Development Plan
Senior Product
Design Specification Report
Designer
Operations Manager
Risk Analysis
Final Design Report
Engineering
Engineering Specification Report
Engineer
Senior Engineer
Testing protocol report
Engineer & Quality
Senior Engineer & Head
Test Results Report
Engineer
Quality Inspector
Operations Specialist
Operations Manager
Functional Model
Model Design Report
Engineering Quality
Product Release Plan

Manufacturing
Process Engineering Plan

Production Plan
8
Production Control Plan

Production Part Analysis
Pilot Test Report
Production Release Report
Commercialization
Marketing Plan
Marketing Manager
Marketing Director
Project Manager
Board of Directors
Marketing Program
Advertising campaign proposal
Product Launch report
Project
Project Status Reports
Management
Appendix
Page
e.
Planning.11
f.
Baseline Project Plan.16
g.
Budget...17
h.
Minutes of Meetings.28
10
BID
Period 1
Evaluate market
Develop Business
opportunity
Customer preference study
Business evaluation (NPV,
etc.)
Develop preliminary
marketing plan
Develop marketing
Project manager
Junior marketing specialist
Marketing manager
Junior product designer
Marketing manager
BID
status
Project Management
project status meeting and
11
BIDDING
TRAINING
FIRING
specialist
BID
marketing
BID
junior
BID
lots of bidding!
BID
senior product designer
meeting
project status
meeting
Engineer
and team
Engineer
SUMMARY OF ACTIONS
EVENTS
meeting and team
team meeting
meeting
Quality Engineer
Designer
Operations
Designer
Senior Product
Manager
Junior Product
Specialist
Marketing
Specialist
Junior Marketing
Junior Marketing
ASSIGNED RESOURCE
Proj Manager
TASK
PERIOD
Specialist
Quality Engineer
a. Planning
Project manager
Senior product designer
Project manager
Design labelling
Approve design
Initial engineering specs.
Engineer
Project manager
Period 3
Identify testing
requirements
Risk analysis
Project Management
Period 4
Project Management
Period 5
Design verification
activities
Verification design review
5
5
Senior product designer &

Engineer
12
marketing manager
Project Management
two engineers
Marketing manager
quality engineer
interpersonal skills
jun. mark -
team meeting
meeting
Train sales team
team meeting

meeting and team
Design specs.
meeting and
plan
project status
Design and development
project status
Project manager
BID
Period 2
BID
Project Management
BID
program
Engineer
Project manager
Engineer
Quality engineer
Engineer
Junior Marketing Specialist
Project manager
Approve sample parts
Quality engineer
Process engineering plan
Engineer
Project Management
Period 7
Issue sample (production
equivalent)
Perform supplier process
capability
Develop testing protocol for
prototype
Show functional model at
trade show
Project Management
Period 8
13
designers
Develop and Issue RFQ
junior and senior product
Engineer
quality engineer
operations specialist
Identify vendors
project man - financial skills
Project manager
Period 6
meeting and team meeting
Project Management
team meeting
Quality Engineer
specifications
and team meeting
Evaluate design
PIZZA PARTY , project status
Engineer
Build functional model
project status meeting
Engineer
BID
specifications
BID
Release pre-production
Engineer
Project manager
Quality engineer
10
Project manager
Qualify Supplier
10
Quality egineer
Product release meetings
10
Quality engineer
Develop production plan
10
Design transfer activities
10
Engineer x 2
11
Project manager
11
engineer
11
Operations specialist
Approve production parts
11
Contracting for deliveries
11
engineer
Project Management
Period 9
Evaluate results of tests
and identify weaknesses
Project Management
Period 10
Project Management
Period 11
Assess RFQ responses
and select vendors
Develop production control
plan
14
quality engineer
Approve model design
quality engineer
Engineer
and team meeting
Validation design review
and team meeting
Quality engineer
team meeting
man. And op. spec) ,
Test prototype
Engineer
one-on-one meeting (proj
Design validation activities
Product launch
12
12
Project manager
12
12
12
Project Management
Period 12
Submit production
purchase order
Production pilot test
Debugging production
system
15
meeting
12
project status meeting and team
Production release
b. Baseline Project Plan
PLEASE NOTE THAT IN THE ONLINE SUBMITTED VERSION THIS PAGE WILL BE BLANK AS THE PROJECT FILE IS TOO UNCLEAR TO ADD TO THIS DOCUMENT DIRECTLY. T HE PROJECT
FILE IS , HOWEVER, ADDED AS A ELECTRONIC FILE TO THE SUBMISSION.
16
c. Budget
Note on budget:
Rates for team members are field averages. (I.e. project managers budgeted rate is the average of all project managers starting rate in the simulation)
An idle team member is paid 20% of his or her rate.
Total budget available:$380 000.00
Budgeted Expenses: $459 609.44
Events/Training
Total
Hours
Rate
Position
Total
Hours
Rate
Task
Position
Period
Project
Project
Management
manager
Period 1
Project
Project
$131.33
200.00
26 266.67
Junior
1
Cost
Idle Workers
Description
Assigned Workers
manager
Status
$
26.27
62.00
1 628.53
Meeting
Junior
marketing
Evaluate
specialist 1
market
marketing
$ 49.88
96.00
4 788.71
specialist 1
Team
$
9.98
166.00
1 656.09
18.73
150.00
2 810.00
Develop
Marketing
Business
manager
opportunity
Marketing
$ 93.67
112.00
10 490.67
17
manager
Meeting
Junior
Customer
Junior
product
preference
product
designer
study
Junior
Business
Junior
marketing
evaluation
marketing
specialist 2
(NPV, etc.)
$ 51.60
$ 49.88
168.00
32.00
SUBTOTALS:
8 668.80
1 596.24
51 811.07
designer
specialist 2
10.32
94.00
970.08
9.98
230.00
2 294.59
9 359.30
GRAND
TOTAL:
$ 61 170.37
PERIOD
BUDGET:
$ 52 280.00
Develop
Junior
preliminary
Junior
Project
marketing
marketing
marketing
Status
specialist
plan
$ 49.88
40.00
1 995.29
specialist
9.98
184.00
1 835.67
Meeting
Develop
Marketing
marketing
manager
program
Marketing
$ 93.67
120.00
11 240.00
manager
Team
$
18.73
104.00
1 948.27
26.27
112.00
2 941.87
10.32
56.00
577.92
15.33
192.00
2 942.84
Meeting
Project
2
Project
Management
Project
manager
Period 2
Junior
Design and
Junior
product
development
product
designer
plan
$131.33
$ 51.60
112.00
168.00
14 709.33
8 668.80
Senior
SUBTOTALS:
manager
designer
Senior
product
Design
designer
specs.
product
$ 76.64
32.00
2 452.36
39 065.79
18
designer
$ 10 246.56
GRAND
TOTAL:
$ 49 312.35
PERIOD
BUDGET:
$ 39 600.00
Junior
marketing
Train sales
specialist
team
Marketing
Advertising
manager
campaign
Project
manager
Junior
product
designer
$ 49.88
176.00
8 779.29
$ 93.67
224.00
20 981.33
$131.33
112.00
14 709.33
Identify
specialist
9.98
48.00
478.87
manager
Meeting
Team
$
18.73
0.00
26.27
112.00
2 941.87
10.32
144.00
1 486.08
15.33
144.00
2 207.13
7 113.94
Meeting
manager
product
requirements
$ 51.60
80.00
4 128.00
designer
Senior
product
Risk
designer
analysis
product
$ 76.64
80.00
6 130.91
54 728.87
$ 61 842.81
PERIOD
BUDGET:
Status
Junior
testing
GRAND
TOTAL:
marketing
Project
Management
Senior
SUBTOTALS:
Project
Marketing
Project
Period 3
Junior
$ 28 000.00
19
designer
Project
manager
Project
Project
Management
Status
Period 4
$131.33
104.00
13 658.67
Junior
product
Design
designer
labelling
product
Approve
designer
design
Engineer 1
11.09
112.00
1 241.96
Meeting
Junior
Marketing
$ 51.60
40.00
2 064.00
Senior
Engineer 2
Specialist
9.98
112.00
1 117.36
26.27
8.00
210.13
10.32
72.00
743.04
15.33
80.00
1 226.18
Meeting
Project
$ 76.64
32.00
2 452.36
manager
Initial
Junior
engineering
product
specs.
Team
$ 55.44
40.00
2 217.78
designer
Senior
product
designer
Engineer 1
SUBTOTALS:
20 392.81
GRAND
TOTAL:
$ 26 329.88
PERIOD
BUDGET:
$ 18 600.00
20
Interpersonal
$
11.09
72.00
798.40
5 337.08
course
$600.00
$600.00
Project
manager
Project
Junior
Project
Management
Marketing
Status
Period 5
$131.33
120.00
15 760.00
Specialist
Senior
Senior
product
product
designer &
designer &
Junior
Design
Junior
product
verification
product
designer
activities
$ 76.64
56.00
4 291.64
designer
9.98
168.00
1 676.05
Meeting
Team
$
15.33
112.00
1 716.65
11.09
136.00
1 508.09
11.09
88.00
975.82
26.27
8.00
210.13
6 086.75
Meeting
Verification
Engineer 1
design
review
Engineer 1
$ 55.44
32.00
1 774.22
Release preEngineer 2
production
Engineer 2
specifications
$ 55.44
80.00
4 435.56
Project
manager
SUBTOTALS:
26 261.41
GRAND
TOTAL:
$ 32 348.16
PERIOD
BUDGET:
$ 24 800.00
21
Engineer 1
Build
Junior
Project
functional
Marketing
Status
model
$ 55.44
144.00
7 984.00
Specialist
9.98
144.00
1 436.61
Meeting
Evaluate
Quality
design
Engineer 1
specifications
Engineer 1
$131.33
Project
manager
Engineer 2
Engineer 2
80.00
10 506.67
Project
$131.33
72.00
9 456.00
Identify
vendors
11.09
0.00
Engineer 1
Meeting
$
$
26.27
64.00
1 681.07
Project
$ 55.44
56.00
3 104.89
$ 55.44
48.00
2 661.33
33 712.89
Develop and
Issue RFQ
$
Quality
Management
Period 6
Team
SUBTOTALS:
manager
Engineer 2
Pizza party
70.00
Financial
$
26.27
72.00
1 891.20
11.09
40.00
443.56
5 452.43
course
$600.00
$670.00
GRAND
TOTAL:
$ 39 835.32
PERIOD
BUDGET:
$ 29 000.00
Project
manager
Project
Junior
Project
Management
Marketing
Status
Period 7
$131.33
88.00
11 557.33
Issue sample
Engineer 1
9.98
154.00
1 536.38
Project
(production
equivalent)
Specialist
$ 55.44
40.00
2 217.78
22
manager
Meeting
Team
$
26.27
66.00
1 733.60
Meeting
Perform
Quality
supplier
engineer 1
process
capability
Engineer 1
$131.33
112.00
14 709.33
11.09
114.00
1 264.13
26.27
42.00
1 103.20
11.09
90.00
998.00
6 635.31
Develop
Engineer 2
testing
Quality
protocol for
engineer 1
prototype
$ 55.44
64.00
3 548.44
Engineer 2
SUBTOTALS:
32 032.89
GRAND
TOTAL:
$ 38 668.20
PERIOD
BUDGET:
$ 22 800.00
Junior
Marketing
Specialist
Project
8
manager
Show
Junior
functional
model at
trade show
$ 49.88
24.00
1 197.18
Project
Quality
Approve
engineer 1
sample parts
Specialist
Status
$
9.98
96.00
957.74
Project
Management
Period 8
Project
Marketing
$131.33
24.00
3 152.00
manager
Team
$
26.27
96.00
2 521.60
26.27
56.00
1 470.93
11.09
0.00
Quality
$131.33
64.00
8 405.33
engineer 1
Process
Engineer 1
engineering
plan
Engineer 1
$ 55.44
120.00
6 653.33
23
Meeting
Meeting
Design
Engineer 2
Engineer 2
validation
activities
Quality
Test
engineer 2
prototype
$ 55.44
40.00
2 217.78
11.09
80.00
887.11
26.27
40.00
1 050.67
5 930.31
Quality
$131.33
80.00
SUBTOTALS:
10 506.67
30 935.11
engineer 2
GRAND
TOTAL:
$ 36 865.42
PERIOD
BUDGET:
$ 21 960.00
Validation
Engineer 1
design
review
Engineer 2
manager
9
Operations
$ 55.44
32.00
1 774.22
Specialist
Approve
Junior
model
Marketing
design
Project
Project
$ 55.44
32.00
1 774.22
Specialist
Status
$
10.31
64.00
659.78
Team
$
9.98
64.00
638.49
engineer 1
Meeting
Project
Management
Period 9
Engineer 1
$131.33
32.00
4 202.67
One-one-on
$
11.09
32.00
354.84
11.09
32.00
354.84
26.27
32.00
840.53
26.27
16.00
420.27
Evaluate
Quality
Meeting
results of
tests and
Engineer 2
identify
weaknesses
$131.33
48.00
6 304.00
Project
manager
Quality
engineer
24
chat
SUBTOTALS:
14 055.11
3 268.76
GRAND
TOTAL:
$ 17 323.88
PERIOD
Project
manager
10
Status
Period 10
$131.33
40.00
5 253.33
$131.33
80.00
10 506.67
$131.33
24.00
3 152.00
Develop
9.98
160.00
1 596.24
manager
egineer 1
$ 51.55
48.00
2 474.18
engineer 2
26.27
120.00
3 152.00
26.27
80.00
2 101.33
26.27
136.00
3 572.27
10.31
112.00
1 154.62
11.09
132.00
1 463.73
11.09
132.00
1 463.73
Operations
transfer
$ 55.44
28.00
1 552.44
Specialist
Design
transfer
activities
Engineer 1
$ 55.44
28.00
1 552.44
Engineer 2
25
Meeting
Cost
$
Team
Quality
production
plan
Quality
release
meetings
Specialist
Project
Product
activities
Engineer 2
Description
Total
Hours
Marketing
Design
Engineer 1
Rate
Management
Supplier
Specialist
Position
Project
egineer 1
Operations
Total
Junior
Qualify
engineer 2
Hours
Task
Project
Quality
Quality
Rate
$ 12 800.00
Position
BUDGET:
Meeting
SUBTOTALS:
24 491.07
$ 14 503.92
GRAND
TOTAL:
$ 38 994.99
PERIOD
BUDGET:
$ 18 600.00
Project
manager
Project
Junior
Project
Management
Marketing
Status
Period 11
$131.33
104.00
13 658.67
Specialist
9.98
172.00
1 715.95
Meeting
Assess RFQ
engineer 1
responses
Project
and select
manager
vendors
Operations
specialist
Operations
Specialist
engineer 2
$ 55.44
80.00
4 435.56
Team
$
26.27
68.00
1 786.13
11.09
92.00
1 020.18
10.31
64.00
659.78
11.09
108.00
1 197.60
6 379.65
Meeting
Develop
production
control plan
engineer 1
$ 51.55
68.00
3 505.09
Approve
production
parts
Operations
40.00
$ 51.55
2 061.82
3 548.44
27 209.58
Contracting
for deliveries
$ 55.44
64.00
SUBTOTALS:
specialist
engineer 2
GRAND
TOTAL:
$ 33 589.22
PERIOD
BUDGET:
$256 000.00
Operations
Production
specialist
release
Project
$ 51.55
24.00
1 237.09
26
Engineer 1
11.09
136.00
1 508.09
Status
Meeting
Junior
marketing
Product
specialist
launch
Project
manager
Team
$ 49.88
24.00
1 197.18
Project
$131.33
80.00
10 506.67
Submit
Operations
production
specialist
purchase
order
Operations
Production
specialist
pilot test
Operations
specialist
SUBTOTALS:
136.00
1 508.09
10.31
24.00
247.42
9.98
112.00
1 117.36
26.27
56.00
1 470.93
5 851.89
Meeting
specialist
marketing
$
$ 51.55
16.00
specialist
824.73
Project
$ 51.55
40.00
2 061.82
$ 51.55
32.00
1 649.45
17 476.93
manager
Debugging
production
system
$ 23 328.83
PERIOD
BUDGET:
11.09
Junior
GRAND
TOTAL:
Operations
Management
Period 12
Engineer 2
$186 000.00
27
e.
Minutes of meetings
RB = RYNO BEYERS
NDT = NINA DU T OIT
MK = MOHAMMED KARJIKER
BE = BILL EDMAYR
MM = MARK MARAIS
The team held meetings but also corresponded via email and a Facebook group. This way work could be divided and
done by the individual members before the next meeting. Communication of meeting times and venues, as well as
confirmation of which person is responsible for which task was more effective this way. The crucial emails and some
Facebook correspondence are inserted below the meeting minutes.
16 February
Meeting Place: A303B
Present: RB, NDT, BE, MM, MK
1. Decisions:
a. Wednesday proj. management lecture is a permanent meeting time.
2. Next Meeting:
a. 22 February
3. Tasks:
a. Everyone must read project assignment sheet and understand requirements of project.
Minutes approved by:
RB
NDT
MK
BE
MM
28
22 February
Meeting place: Firga
Present: RB, NDT, BE, MM
Excused: MK (received his planning)
1. Actions :
i.
Planned each period strategically so that people are not hired unnecessarily(see excel sheet)
2. Decisions:
a. Bid for less competent engineer and train them later on
3. Questions:
a. Check the extra planning we did with Mohammed
b. Will ask lecturer tomorrow about our planning
c.
Ask if engineer can do job of operations specialist
4. Next Meeting:
a. 2 March
RB
NDT
MK
BE
MM
29
2 March
Meeting place: Room 303B
Present: RB, NDT, MM
Excused: BE, MK
1. Period 1 decisions:
Task
Person Allocated to it
Project management
Project manager
Evaluate market
Two junior marketing specialists
Develop business
Marketing manager and 1 jun. mark. Spec
Customer preference study
Business evaluation
a. Need to bid for a senior product designer

b. NDT will submit all decisions for period 1
2. Other decisions:
a. Email was sent by NDT about work allocations to be completed by 3/3
b. Team will meet on Sunday to complete scope and report
3. Next meeting:
a. 3/3 at 4pm in S207
RB
NDT
MK
BE
MM
30
3 March
Meeting place : firga
Present : BE, NDT, MM, MK, RB
1. Agenda for 3/3 to 10/3 bold indicates what was done on 3/3
a. Update employee types for specific tasks
b. Look at how many people we need for each task
c. Look at how people will help each other in each period
d. Which people will we bid for?
e. When will we bid for them? How important are they? How much will we bid for them?
f.
Decide on % below milestone budget we are aiming for
g. Fill in budget
h. Decide on events and managerial activities and training
i.
Fix baseline and work out how to show progress on it
j.
Do scope
k.
Make report
l.
Comment on report findings graphs etc, what we expect to happen etc
m. Minutes of meetings all signed etc

2. Decisions:
a. Events in periods :
o
every period a project status meeting and team meeting must take place
Once the operations specialist has arrive assign a one-on-one chat with proj. manager
Week 6 : pizza party for everyone (after some were fired)
MK
MM
b. Training in periods:
o
c.
Period 4: train Nelson (jun. mark. Specialist) in interpersonal skills
ALL
Bidding:
o
Bid early for operations specialist to get good one see excel sheet for bidding dates
We will look at average cost of a type of employee to determine budget for bidding for people
d. Task allocation:
o
We will decide for each period who will help who baseline plan is starting point
e. Budget
o
Aim for 10% below milestone budget in our budget
3. Questions to ask on webct NDT to submit:

a. How many days in a period?
b. How can you show milestone budget on gantt chart?
4. Actions ALL contributed:

31
NDT
a. Final selection of resource categories for each specific task decided see excel sheet
b. Reduced the amount of operations specialist and engineers to be hired
c.
Decided on when to hire specific people see excel sheet
5. Next meeting:
a. Sunday 15:00 at firga
RB
NDT
MK
BE
MM
6 March
Meeting Place: Birga
Present: MM, RB, BE, NDT, MK
1. Actions:
a. Submit period decisions -according to excel sheets (done by: BE)
b. Find out period lengths (done by: MM)
c.
Update baseline plan (done by: RB)
d. Start project scope (done by: NDT & MK)

e. WBS (done by: MM & BE)
f.
Questions to ask on webct (MK will submit them)
2. Decisions:
Once we receive feedback on webct questions we will e-mail each other to divide up work and then NDT
will put together final document.

RB
NDT
MK
BE
MM
32
9 March
Meeting Place: A303B
Present: MM, RB, BE, NDT, MK
1. Decisions:
a. People to submit period decisions:
i. Sunday 13/3 - BE, MM
ii. Wed 16/3 NDT
iii. Sunday 20/3 MK
2. Project assignment actions:

a. NDT will email answered questions from Schutte to everyone
b. Everyone will update their sections and e-mail back to NDT
c.
NDT will compile document

RB
NDT
MK
BE
MM
E-mails:
Du Toit, Nina <[email protected]> [[email protected]]
Sent: 28 February 2011 04:40 PM
To:
Beyers, RD, Mnr <[email protected]>; Marais, MS, Mnr <[email protected]>; Edmayr, W, Mnr
<[email protected]>; Karjiker, MH, Mnr <[email protected]>
Cc:
[email protected]
33
hey everyone. i am looking at our planning and realised we have a good starting point but need to do a lot more.
we need to look at the hours of a task to see if we can use 1 engineer instead of assigning 2 etc. this will entail looking
at the predecessors and critical path of our gantt chart. i think we were a bit hasty to just get another engineer or
operations specialist in some places.
1. we need to decide who to put on the following tasks (we didnt make final decisions the other day)
1. 1 period 10 - qualify supplier task : we said a quality engineer but thought of having two people on it....
1.2 period 11 - contracting for engineers : we said operations specialist or engineer , which one should
we use?
1.3 period 12 - debugging production system : same issue as above.
2. we need to look at the following periods to see how many of one type of person we REALLY need (like i mentioned
above we need to look at gantt chart and take into consideration that people might take longer to do task or which
tasks can be both completed within time period) you can play around with gantt chart to see how we can make things
better.
these are the tasks in periods we need to see how many we need each type of person for:
2.1. period 5 - engineers for 2 tasks (verification design review and release pre-production
specifications)
2.2. period 6 - engineers for 3 tasks (build functional model, indentify vendors, develop and issue RFQ)
2. 3. period 7 - engineers for 3 tasks (develop testing protocol for prototype, issue sample and the third
task is to work with quality engineer doing perform supplier process capability.
2.4. period 8 - quality engineer for 2 tasks (approve sample parts and test prototype)
engineers for 2 tasks (process engineer plan and design validation activities)
2.5. period 9 - engineers for 2 tasks(validation design review and approve model design)
2.6. period 10 - engineers for1 BIG task(design transfer activities)

quality engineers for 2 tasks(quantify supplier - which can be done with someone else,
the person that does this does 1.1 too which will tell you who is on the job , second task product release meetings)
2.7 period 11 - operations specialists for 4 tasks - might use engineer for one of them though (see 2.4)
tasks are : assess RFQ responses, develop production control plan, approve production parts, contracting for
deliveries)
2.8 period 12 - operations specialists for 4 tasks (submit production purchase order, production pilot
test, debugging production system)
34
please look at the tasks in other periods that depend on your tasks or tasks that your task depends on.
3. we must consider bidding for people earlier than we need them if we really need a good or specific person. the cost
of them being idle might be low compared to how badly we need them.
I suggest getting a really good operations specialist and quality engineer. any suggestions on when we should bid for
them? we can maybe discuss this further after we have completed the paragraph just above this.
4. we need to hand in a budget so we need to forecast who we will be hiring, when, bid amounts, training we want to
do etc.
I also think the second thing needs to be done before this can be done. once we have decided how many ppl we
actually need we can decide on who we want, when, and for how much and training and managerial activities etc.
ok so how are we going to go about this? the steps should be done systematically so I suggest we divide the work up.
the first two points need to be divided up then.
i hope you guys dont mind me dividing up the work, if you have an issue with it please let me know.
i did it fairly evenly but had to consider which on step one affects step 2's questions as well.....
marais 1.1
2.3
edmayr 1.2
2.4
karjiker 1.3
2.5
beyers 2.1
2.6
2.7
2.8
du toit 2.2
feel free to advise each other! please submit your decisions to be by tomorrow night so that I can update the plan so
we can carry on with point 3's work :)
please let me know if you do not understand what I have said.
thanks guys!!
Nina Du Toit
----------------------------------------Industrial Engineering Student
Stellenbosch University
0724303937
[email protected]
RE: project
Edmayr, W, Mnr <[email protected]>
Sent: 25 February 2011 12:22 PM
To:
Du Toit, Nina <[email protected]>
35
Sup
Think for marketing manager we should get
Kaneyasu Yoshi - Marketing Manager
Standard Rate
$98
Overtime Rate
$147
Quite expensive but well rounded and in the average price range for m.m.
Cheers
______________________________________
From: Du Toit, Nina <[email protected]>
Sent: 25 February 2011 11:52 AM
To: Edmayr, W, Mnr <[email protected]>; Marais, MS, Mnr <[email protected]>; Karjiker, MH, Mnr
<[email protected]>; Beyers, RD, Mnr <[email protected]>
Subject: project
Please find attached the preliminary baseline gantt thingy.

Notes:
*
I named them engineer1, engineer2, engineer3 etc. But we must check this to make sure that they are not doing more
than one task in a period etc because it is quite confusing to make the baseline and keep track of this at the same
time.
*
We must make sure that we choose the correct engineer for a specific task- check his stats for what we want him to
do overall etc.
ok so the simulation starts next week but we must bid for resources by sunday evening.
we need to bid for the following:
1. project manager - karjiker
2. 2 x junior marketing specialist - du toit
3. marketing manager - edmayr
4. junior product designer - marais
36
i think each one of us should choose a person. just find a nice person and decide on a decent but not expensive bid in
please.
remember that for some positions we need an excellent person - like project manager - and for some its ok to train the
person - like a junior marketing specialist.
ok so check the list above for who you need to bid for.
NB NB NB NB NB NB NB - do not submit the bids. just EMAIL ME the name and amount to bid.
then beyers can submit all the decisions.
is this ok with everyone?
i know it sounds a bit deurmekaar but we need to hire lots of people and its pretty fair to divide the work this way.
from the next period on we can assign one person per period to choose people etc.
ok. keep me updated please :)
enjoy your weekend!
Nina Du Toit
0724303937
[email protected]<mailto:[email protected]>
project - 1st draft is attached

Du Toit, Nina <[email protected]> [[email protected]]
Sent:
To:
09 March 2011 01:11 PM
Beyers, RD, Mnr <[email protected]>; Edmayr, W, Mnr <[email protected]>; Karjiker, MH, Mnr
37
<[email protected]>; Marais, MS, Mnr <[email protected]>; Du Toit, Nina [[email protected]]
Importance: High
Attachments: Project Management 412.docx (208 KB)
ITEMS IN BOLD ARE WEBCT QUESTIONS AND ANSWERS:

In the project scope statement, what is meant by the technical requirements?
No - it refers to the technical requirements of the product. Obviously, not a lot of information is known,
and you will have to "dream"/fabricate a little to give it substance. This is obviously not the main focus
of this course - but what is important to note, is that we need to specify somewhere what are the
envisaged characteristics that we are supposed to deliver.
1. Are the objectives mainly focused on management e.g. ensure projects are delivered within the
budget
2. Do we look at the tasks of each period to identify deliverables?
3. Is it the technical requirements of the product or the team? Team technical requirement e.g. have a
certain amount of meetings
4. Should our baseline budget be the same as our MS projects baseline cost?
5.Does MS project take the cost of inactive people into account when it calculates the budget?
6.What are exclusions? could you please give an example?
7. What is customers appropriate review and approval procedures
1. Yes, but also to deliver a product successfully in the market.
2. That can help, yes.
3. Product. See other responses.
4. Yes - for tasks.
5. No. Your challenge is thus to try to model it.
6. "The project does not include support after launch"
7. Each project phase must have some form of sign-off.
In addition, what should the limitations and exclusions section cover? Does this refer to the limitations
of the project in the sense of, e.g. we are designing and implementing the new product, but will not be
responsible for the further sales?
38
Yes. This is a contractual type statement to clarify what your assumptions are wrt what you will do,
and what you believe should be excluded from your responsibilities.
WHAT YOU MUST DO TODAY:

Mohammed :
1. objectives - make sure that objectives focus on managemenet as well as to deliver an product
successfully in market
2. deliverable - u should be ok with this
Mark:
1.Milestones: write a bit on each milestone- e.g milestone one (or period 1) focuses on locating and
defining the market of product etc
2. Limits and Exclusions: i think u are on track with this. also maybe try separate product and project
limits and exclusions - but keep both in! , focus on the type of statements you will find in a contract like the project team will not look at any other product manufacturing during the project and that
people can't quit team until fired etc.
Bill:
1. technical requirements: requirements are of the product according to him.you are allowed to make
up a product in order to give technical requirements.
maybe add some more of this. and try separate project requirements from
product requirements so that the reader can follow logically.
NBNBNB - > you need to look at marks work to see that we do not repeat stuff!!
2. customers appropriate review and approval procedures : look at each period or each deliverable
that mohammed mentions and think if the plastics company people need to be informed of decisions
being made or final designs. for example: if you do a marketing plan the company marketing manager
needs to approve it. the head engineer of the company needs to approve stuff too. financial stuff needs
to approved by financial director. etc etc....
Ryno:
1. fix baseline according to webct requirements and check especially finances and amounts used
Nina:
1. planning and budget are ok
2. update meeting minutes and get them signed
39
3. update document
Nina Du Toit
0724303937
[email protected]
Facebook Group:
Nina Du Toit
Thursday at 5pm ok?
Mohamed Hussein Karjiker I'm good with that
March 2 at 8:39am LikeUnlike
Mark Marais
Hey guys when we meeting again
Mohamed Hussein Karjiker
Hey..when r we having a meeting?
Ryno Beyers
Hi guys, looks like we've got the people we need :)
Mohamed Hussein Karjiker AWESOME!!!
February 28 at 10:03pm LikeUnlike
Nina Du Toit yay! sent u ppl emails yesterday, hope u got them :)
Ryno Beyers
40
Okay I've done the bidding

Mohamed Hussein Karjiker thanks man..let me know if we get our bids
Ryno Beyers cool :) will do
February 28 at 7:12pm LikeUnlike
Nina Du Toit
Kurt Sandstrom bid $65
hey guys..Project manager :Kohana Washi .....bid $140
Ryno Beyers
If you guys have time, your welcome to just check that I didn't mess anything up.
Ryno Beyers
okay, i've submitted the resource bids. I offered despina(the proj manager) $120/hour, and Kaneyasu (the marketing
manager) $100/hour.
Ryno Beyers
what rate should be bid for?
Despina monahan..high interpersonal skills...we need that in a project manager
Nina Du Toit
hey. we need to meet sometime to discuss the first thing we need to hand in before test week. see ur project study
guide for more info...
Ryno Beyers
okay, thnx. I have entered the tasks etc. into the graph thing I made, I'm sending you an e-mail with a picture in a min.
Nina Du Toit cool thanx i got it :)
February 27 at 11:04am LikeUnlike
Nina Du Toit
we only bid for the ones we want for period 1.
Ryno Beyers
I mean do we have to bid now* for all of them
41
Ryno Beyers
Hey guys I was wondering, do we have to bid for ALL the people we need throughout the project, or can we bid again
during periods 1-12?
Nina Du Toit
check ur email :)
Nina Du Toit added Wolfgang Bill Edmayr and Mark Marais to the group.
Mohamed Hussein Karjiker whats the username n password ?:P
Ryno Beyers
hi nina, im keen on doing the trial sim. Do i need to discuss my project decisions or can i just fire away?
Nina Du Toit hey. we need to do a trial simulation by tonight. anyone keen to play around a bit and do it? let me know
asap. n
42

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Project Management 412

Project Assignment Number 1: Project Plan

Wolfgang (Bill) Edmayr

g. Limits and Exclusions.....7

Baseline Project Plan..16

Project Scope Statement

Ensure projects are delivered within budget

Ensure projects are delivered within schedule commitments

Continuous process improvement via collaboration

Implement project communication and oversights

expand in-house engineering capabilities at D&J

enhance business opportunities

enhance revenue generation

Ensure customer satisfaction

Ensure product is user friendly

Ensure there is a support structure for the product

Specific deliverable to be approved

Customer Preference Study

Customer Preference Study

Develop and Issue RFQs

Supplier Process Analysis

Perform Supplier process

capability, Qualify Supplier

Approve sample parts

Design and Development Plan

Design and development Plan

Design Specification Report

Final Design Report

Design labeling, Approve Design

Engineering Specification Report

Initial Engineering specifications

Build functional model

Model Design Report

Approve model design

Testing protocol report

Evaluate design specifications,

Test Results Report

Test prototype, Evaluate results of

Product Release Plan

Product Release Meetings

Process Engineering Plan

Process engineering plan

Develop production plan

Production Control Plan

Develop production control plan

Production Part Analysis

Approve production parts

Pilot Test Report

Production pilot test

Production Release Report

Contracting for deliveries, submit

Develop preliminary marketing plan

Develop marketing program

Advertising campaign proposal

Product Launch report

Project Status Reports

Project Management of every

Critical period days

Milestone 1 involves locating and defining the market of the product.