Alpha Case Study - Project Management Plan Sample

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PROJECT MANAGEMENT PLAN
Project Name: Project Alpha
Sponsor: BoNa – Bob Smith
Project Manager: Agatha Maia
Expected Start Date October 26/2015
Expected End Date September 06/2016
1. SUMMARY OF CASE STUDY ...................................................................................................................................................................................................................3
2. SUMMARY FROM PROJECT CHARTER ....................................................................................................................................................................................................4
3. SUMMARY OF STAKEHOLDER ANALYSIS................................................................................................................................................................................................4
4. CHANGE MANAGEMENT PLAN ..............................................................................................................................................................................................................5
5. CONFIGURATION MANAGEMENT PLAN.................................................................................................................................................................................................6
6. SCOPE MANAGEMENT PLAN .................................................................................................................................................................................................................7
7. REQUIREMENTS MANAGEMENT PLAN ..................................................................................................................................................................................................7
8. SCOPE BASELINE....................................................................................................................................................................................................................................8
8.1 SCOPE STATEMENT........................................................................................................................................................................................................................................8
8.2 WBS........................................................................................................................................................................................................................................................11
9. SCHEDULE MANAGEMENT PLAN .........................................................................................................................................................................................................12
10. SCHEDULE BASELINE........................................................................................................................................................................................................................12
11. COST MANAGEMENT PLAN .............................................................................................................................................................................................................14

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12. COST BASELINE................................................................................................................................................................................................................................19
13. QUALITY MANAGEMENT PLAN........................................................................................................................................................................................................21
13.1 QUALITY POLICY AND QUALITY ASSURANCE .....................................................................................................................................................................................................21
13.2 QUALITY CONTROL MEASUREMENTS ..............................................................................................................................................................................................................23
14. PROCESS IMPROVEMENT PLAN.......................................................................................................................................................................................................23
15. HUMAN RESOURCES MANAGEMENT PLAN .....................................................................................................................................................................................26
16. COMMUNICATION MANAGEMENT PLAN ........................................................................................................................................................................................33
17. RISK MANAGEMENT PLAN...............................................................................................................................................................................................................33
18. PROCUREMENT MANAGEMENT PLAN.............................................................................................................................................................................................45

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1. Summary of Case Study
BoNA plans to introduce a new Loyalty Credit Card and doing a partnership with JBC (Largest coffee company in the North). And they estimate
that due to this their customer base will increase by 3% and also this partnership will bring in additional annual revenue.
JBC wants to launch the credit card as soon as possible without any delay as they have heard rumors that their biggest competitor is also
planning to launch a new credit card. All the personnel are informed about their responsibilities and roles for the project.
The design of the new card is decided to include the JBC logo on 25% of the card and other information on rest of the card. Also updates of the
computer systems are to be completed before December due to 'System Freeze'. And the updates of scripts, documents and websites
containing information about JBC are essential for customer support.
The design, updates and other changes are then approved by the experts, supervisors etc. and the Loyalty Credit Card is launched and all the
existing and new customers are provided with a Welcome Kit to enlighten them on the new features of the credit card.
For the Project Selection of launching a new Loyalty Credit Card, BoNA did a survey with several companies like JBC (Coffee Company), RDL
(Electronics Company), DRF (Juice Company) and some other companies. After the completion of the survey, they reviewed the result and got
the result that JBC will help them reach their goals that they have set up. And so they decided that they will select the project to do the
partnership with JBC for the new Loyalty Credit Card rather than doing it with any other company.

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2. Summary from Project Charter
High Level Scope: A new loyalty card between BoNA and JBC
companies
The BoNA expected to expand their customer database 3 %
and also brings 30 million additional annual revenue
High Level Time: 10 months As a constraint the project time can't exceed the duration of
10 months
High Level Cost: Up to 10 million The cost will be defined in cost baseline with a constraint of
10 million dollars ( Range between 3 million up to 10 million)
3. Summary of Stakeholder Analysis
On the following document we had identified who the stakeholders are, what it is important to them for this particular project
and how we will approach them.
ID Name Role Functional Area What is Important to this Stakeholder? Supportive?
[Yes/No]
Approach
01 Sally Evert Supervisor Project
Management
Reaching the project objectives; [Yes] Send a Status
Report
02 Bob Smith VP of New
Business
Sponsor Getting return on $ 10MM investments
Wants to meet market launch date
Ensure to prevent cost overruns by having
CEO approve extra funds;
Keeping the project life cycle in 10 months or
less;
[Yes] Invite to
inspire
03 Jack Adams CEO of the
Bank
Executive Making sure we don’t spend more than the
$10 MM without giving a really good reason;
Making 3% annual profit;
[Yes] Send a Status
Report (Time
& Cost);

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04 Mary Jones VP of Computer
Dept.
IT Including $ 2MM for computer changes;
The project plan provide enough time for the
changes;
Making sure we don’t launch it on December;
[Yes] Manage needs
and resources;
Control
results;
Invite for
update
meeting;
05 Sam Snead VP of Marketing
Dept.
Marketing Hiring a graphic design ($ 72K)
Providing 1 month for designing project
[Yes] Manage needs
and resources;
Control
results;
Invite for
update
meeting;
06 Joseph
Underwood
VP of Call
centre
Customer Service Adding 2 people for the new call centre
demands
[Yes] Manage needs
and resources;
Control
results;
Invite for
update
meeting;
4. Change Management Plan
The Level of the Change is going to be determined by the Board of Change, The member of the Board of Changes are:
• Leader: Bob Smith – VP of New Business
• Counselor: Mary Jones – VP IT
• Counselor: Joseph Underwood – VP of Call Center

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Item Minor Remedy Major Remedy
Amendments in Scope Project Manager Bob Smith
Amendments in Cost Project team and stakeholders Jack Adams
Amendments in Schedule Project Manager and Functional
Manager
Ensure multiple meetings with the
stakeholders.
Refer to Change Request Forms.
5. Configuration Management Plan
Process Description Notes
Configuration
Manager
Mary Jones manages this section. There should be a backup source.
Document Location A file server for the project called
BoNA
Structured according to both project management process groups and execution
phases.
Version Control
Person
Person assigned by Mary. Assigns work for each team.
Access Control Designed by Project Manager Project Management team and version control has control over it.
Templates PM will enhance the
documentation.
Use OPA templates for software aspect of the project.
Folder Structure As per OPA requirement. Use PM folders of Pre-Initiation, Initiation, Planning, Execution (M/C) and Closing.
Within Execution use the folder structure as per the Project Schedule (i.e.
whether deliverable/phase based or both)
Principles From OPA – Project Manager Ease in accessing, traceability, documenting, numbering and change control.

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6. Scope Management Plan
The project manager is responsible for communicating with organizational managers on the progress and performance of
each project resource.
Activity Responsible Notes
Scope Management Project manager Verify the portfolio and OPAs.
Define Scope Project team and stakeholders Multiple meetings to define the scope.
Collect Requirements Project Manager and Functional
Manager
Ensure multiple meetings with the stakeholders.
Create WBS Project Manager and Functional
Manager
Use the boardroom to develop the WBS.
Develop WBS dictionary Project team Develop the WBS dictionary and make sure that it will fit the requirements.
Control/Change Scope Functional manager and project
manager
Change/control the scope and send to the change management.
Approve Scope Sponsor Verify and validate the changes on the scope with the functional manager.
7. Requirements Management Plan
Business Need Stakeholders Functional Area Requirements Priority Owner
Getting return on investments
through increasing the
customers loyalty and
expanding customers base
Bob Smith Sponsor JBC’s name and logo (pink
coffee cup) must be prominently
displayed on the credit card
High
Project Manager
and VPs
Keeping the original budget
Making 3% annual profit;
Jack Adams Executive High-efficient Cost Control Plan. High Send a Status
Report (Time &
Cost);

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Ensure the budget and
lifetime for the computer
changes.
Mary Jones IT Updates to BPS (the bank’s
provisioning credit card system);
Updates to VIS (the bank’s
interface system to VISA);
Updates to BLS (the bank’s
loyalty computer system);
High Manage needs
and resources;
Control results;
Invite for update
meeting;
Ensure the credit card design
meets/exceeds the bank’s
quality standards.
Sam Snead Marketing Hiring a graphic design within the
deadline;
Providing milestone for designing
project and control schedule;
High Manage needs
and resources;
Control results;
Invite for update
meeting;
Ensure the call Center is
going to be ready for
absorbing the new demand.
Joseph
Underwood
Customer Service Adding and training 2 people for
the new call centre demands;
Validate the new script and
testing the changes through
test/cases scenarios.
Updating new process and
procedures documentation for
the back office.
High Manage needs
and resources;
Control results;
Invite for update
meeting;
8. Scope Baseline
8.1 Scope Statement

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Project Scope Description
A partnership between Java Beans Coffee
Company (JBC) and of North America
Company (BoNA) to launch a new co-branded
loyalty credit card in order to expand customer
base and improve client loyalty
Project Acceptance Criteria
The deliverables will be accepted upon
analyse and validate by the sponsor based on
the follow criteria:
• JBC’s name and logo (pink coffee cup)
must be prominently and equally displayed
on the credit card
• Hold time up to 3 min and answer time
up to 1 min
• Help Desk response up to 24 hours
Project Deliverables
New credit card design;
Computer system updates;
Call center and back office procedures and
process documentations update;
Project Contrains
A signed contract must be provide before
starting the project:
Due to computer systems issues the card
cannot be launched in December:
Computer System changes:
Any extra budget must be approved by the
bank CEO:

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Project Assumptions
Launching the card in 10 months to avoid
competitors:
No business risks are expected by the
Sponsor Bob Smith:
Project Exclusions
Sales Increasing at the coffee house:
Popularity increasing in order to launch a
different product in the future:

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9. Schedule Management Plan
List Activity Project Manager and Functional
Manager
Expert judgment, verify portfolios and deliverables.
Sequence Activity Project Manager and Functional
Manager
Multiple meetings, expert judgement and verify portfolios.
Estimate Resources Project Manager and Functional
Manager
Multiple meetings, expert judgement and verify cost control.
Describe Resources Project Manager and Functional
Manager
Multiple meetings, expert judgement and verify OPAs and Procurement
Department.
Develop Schedule Project team Use MS Project to develop schedule and allocate resources. Calculate Critical
Path as well.
Control/Change
Schedule
Project Manager and Project
Team
Use Group Decision-Making to develop the Changing Plan and validate it.
Approve Schedule Sponsor Verify and validate deadlines on the schedule with the functional manager and
Project Manager.
10. Schedule Baseline

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Item Resources and Assignments
Duration
(days)
Start Finish
1 BoNa Credit Card 227 26 October 2015 06 September 2016
1.1 Sign the legal contract 30 26 October 2015 04 December 2015
1.2 Project Management 16 07 December 2015 28 December 2015
1.2.1 Develop Project Charter 5 07 December 2015 11 December 2015
1.2.2 Scope 6 14 December 2015 21 December 2015
1.2.3 Develop Scope Statement 1 14 December 2015 14 December 2015
1.2.4 Create the WBS & Dictionary 5 15 December 2015 21 December 2015
1.2.5 Develop all Management Plans 5 14 December 2015 18 December 2015
1.2.6 Develop Schedule 3 22 December 2015 24 December 2015
1.2.7 Determine Budget 5 22 December 2015 28 December 2015
1.3 Call Center Updates 20 03 May 2016 30 May 2016
1.3.1 Acquisit Resources 10 03 May 2016 16 May 2016
1.3.2 Hire team members 15 03 May 2016 23 May 2016
1.3.3 Train new team members 5 24 May 2016 30 May 2016
1.3.4 Develop back office script 2 03 May 2016 04 May 2016
1.4 Computer System Updates 181 29 December 2015 06 September 2016
1.4.1 Design System Changes code 60 29 December 2015 21 March 2016
1.4.2 Update System Changes 30 22 March 2016 02 May 2016
1.4.3 Test Software code changes 90 03 May 2016 05 September 2016
1.4.4 Deploy System Computer Changes 1 06 September 2016 06 September 2016
1.5 Card Design 42 28 December 2015 24 February 2016
1.5.1 Collect Requirements for Brand Design 1 29 December 2015 29 December 2015
1.5.2 Hire Designer 2 30 December 2015 31 December 2015
1.5.3 Develop Brand 15 01 January 2016 21 January 2016
1.5.4 Develop Security Encription 5 29 December 2015 04 January 2016
1.5.5 Design card 24 22 January 2016 24 February 2016
1.6 Marketing Campaign 180 29 December 2015 05 September 2016
1.6.1 Develop Campaign Strategy 40 29 December 2015 22 February 2016
1.6.2 Design Advertisement (TV + Social Media) 30 22 January 2016 03 March 2016
1.6.3 Approve Campaign 1 03 March 2016 03 March 2016
1.6.4 Launch Campaign 1 05 September 2016 05 September 2016

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Milestone:
ID Milestone Before Date After Date
01 Sign up the contract to get the Project
started
25/10/2015 26/10/2015
02 Approve the system changes 25/11/2015 05/01/2016
03 Deploy the system changes 25/12/2015 28/03/2016
04 Approve the Card Design 25/11/2015 20/01/2016
05 Hire a Designer to develop the card 25/12/2015 05/01/2016
06 Provide training to the new call center
team
25/02/2016 10/08/2016
11. Cost Management Plan
The Cost Management Plan defines how the cost will be managed through the Project Lifecycle. It’s a guideline for
measuring, managing, controlling and reporting the budget and the Project Cost. The document also indicates who are responsible
for each action and who has the authority to sign changes.
The content of this document are:
• Roles and Responsibilities;
• Cost Analyses;
• Acceptance Variance;
• Budget Changes;
• Cost Reports;

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Roles and Responsibilities:
Estimate Analogous
Cost
Project Manager Expert judgment, verify portfolios, Scope Statement and Inspection of all the
requirements,
Develop Bottom Up
Budget
Functional Manager –
Procurement Team
Based on the deliverables and requirements. According to the Quality
Assurance and the specifications. Procurement Team working with Supplies.
Control the Budget –
Cost Analyses
Functional Manager – VIP
Financial and Project Manager
The Financial Department is responsible for calculating the costs – Cash Flow
X Earned Value X Actual Cost - each 15 days and analysing it with the Project
Manager, who is going to relate to the Planned Cost.
Ask for Cash flow Functional Manager – VIP
Financial & New Projects and
Project Manager
Based on the Cost Analyses the Project Manager and the VIP New Projects
are going to ask for money monthly – by 15th
of each month through formal
email.
Send Cost Report Functional Manager – VIP
Financial and Project Manager
A Cost Report must be created based on the Cost Analyses made by the VIP
Financial and the Project Manager and must be sent to the Sponsor and the
Head Direction according with the data bellow.
Approve changes Sponsor According to the acceptance variance the cost that need an approve must be
send to the sponsor according to the form below.
Cost Analyses:
The VIP – Financial is going to be the responsible for managing the cost of the Project through the life cycle. He is going to
create reports based on the Cashflow and the Actual Cost. These reports must be sent and analysed by the VIP of New Projects
and the Project Manager. Based on the analyses the Project Manager is going to create the Cost Report.
The Project Manager and the VIP of New Projects are responsible for creating a Contingent Plan in case of Overspend Cost
and behind Schedule according to the follow table:

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Item Acceptance % Notes
Schedule Behind Schedule by10% Justify the delay and show Plan to cover it.
Schedule Behind Schedule > 10% < 25% Detailed justification of the delay and show Plan to cover it monthly.
Schedule Behind Schedule over 25% Summon up the Sponsor and VIP’s to decide either keep the Project or end it.
Present a detailed justification of the delay and if applies a Contingent Plan.
Budget Over Spent by 5% Justify the overspent and show Plan to cover it.
Budget Over Spent > 5% <15% Detailed justification of the overspent and show Plan to cover it monthly.
Budget Over Spent over 15% Summon up the Sponsor and VIP’s to decide either keep the Project or end it.
Present a detailed justification of the delay and if applies a Contingent Plan.
Acceptance Variance:
The VIP of Financial is responsible for signing the Orders to buy materials and pay Team Work. He is going to validate them
according to the Bottom Up Budget and the Actual Cost. Anything that is either not contented in the Project or over invoiced must
be approved according to the Table below:
Deliverable Variance Responsible Note
Card By 10% VIP of Marketing Send Order to the Sponsor contenting justification.
Card Over 10% VIP of Marketing Summon up meeting with VIP’s, Sponsor and Project
Manager to approve extra cost – present justification.
Call Centre By 10% VIP of Call Centre Send Order to the Sponsor contenting justification.
Call Center Over 10% VIP of Call Centre Summon up meeting with VIP’s, Sponsor and Project

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Computer Changes By 5% VIP of IT Send Order to the Sponsor contenting justification.
Computer Changes Over 5% VIP of IT Summon up meeting with VIP’s, Sponsor and Project
Manager to approve extra cost – present justification..
Marketing By 15% VIP of Marketing Send Order to the Sponsor contenting justification.
Marketing Over 15% VIP of Marketing Summon up meeting with VIP’s, Sponsor and Project
Budget Changes:
For the Variances that are going to occur during the Project Life Cycle, for example a salary or an extra tax, it makes
necessary a change in the Budget. The Changes must be asked using the form below. It must be sent to the Sponsor 30 before it is
needed. The Sponsor is going to either approve or change the deliverables according to the objectives of the Project. He might ask
a special meeting with the VIP’s and the Project Manager.

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Cost Reports:
The Cost Report sent to the Sponsor must content the following data:
• Cost Variance - CV;
• Schedule Variance - SV;

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• Earned Cost - EC;
• Actual Cost - AC;
• Planned Cost - PC;
• Cost Performance Index - CPI;
• Schedule Performance Index - SPI;
Based on the data above the report must also content the Final Cost and Final Schedule showing the Schedule Forecasts
and the new projections for the Project Life cycle.
12. Cost Baseline
item Work Package Budget
1 BoNA Credit Card $5.945.000,00
1.1 Initiating $40.000,00
1.1.1 Sign contract $35.000,00
1.1.2 Project Charter $5.000,00
1.2 Planning $200.000,00
1.2.1 Develop Management Plans $60.000,00
1.2.2 Scope $20.000,00
1.2.3 Develop Schedule $50.000,00
1.2.4 Develop Cost Management Plan $10.000,00
1.2.5 Estimate Cost $30.000,00
1.2.6 Determine Budget $30.000,00
1.2.7 Approve Budget $0,00
1.3 Execution $5.705.000,00

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1.3.1 Human Resource Support $70.000,00
1.3.2 Design Phase $2.000.000,00
1.3.2.1 Centre scripting changes $200.000,00
1.3.2.2 Branding changes $300.000,00
1.3.2.3 Computer System changes $1.500.000,00
1.3.2.3.1 Outsourced $1.000.000,00
1.3.2.3.2 In-House cost $500.000,00
1.3.3 Building phase $3.000.000,00
1.3.3.1 Centre scripting changes $225.000,00
1.3.3.3 Computer System changes $2.500.000,00
1.3.3.3.1 Outsourced $1.500.000,00
1.3.3.3.2 In-House cost $500.000,00
1.3.3.3.3 Testing of software code changes $500.000,00
1.3.4 Back office support process and procedure changes $200.000,00
1.3.5 Quality Support $110.000,00
1.3.6 Deployment $225.000,00
1.3.6.1 Call Center $50.000,00
1.3.6.3 Computer Changes $125.000,00
1.3.7 Market launch $100.000,00

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13. Quality Management Plan
Activity Responsible Notes and Tools
Quality Policy Project manager and Quality
Manager
Based on OPAs, portfolios and legislation.
Quality Assurance Project manager and Quality
Manager
Expert judgement, stakeholders expectations and specified parameters.
Quality Checklist Project Team and Quality Team The Team work has to fill the check list due each task accomplished.
Quality Control
Measurements
Project Team and Quality Team Expert judgement to analyse the data and report the results.
Control/Change Quality Project manager and Quality
Manager
Use Group Decision-Making to develop the Changing Plan and validate it.
Approve Quality Plan Sponsor Verify and validate the performance of the Quality Plan with the functional
manager.
13.1 Quality Policy and Quality Assurance
Activity Deliverable Relationship Assurance Parameter Owner
Quality Product Credit Card External **ISO/IEC(International Electro-technical
Commission) 7810
VP Marketing – Sam Snead
Quality Process Credit Card External Code of Conduct for the Credit Card Industry of
Canada, according to financial Consumer
Agency of Canada.
Quality Process Call Center External Personal Information Protection and Electronic VP Call Center – Joseph

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Documents Acts – PIPEDA (Federal
Legislation)
Underwood
Quality Process Help Desk Internal OPA 1234 – Help Desk Answer VP IT – Mary Jones
Quality Process Back Office
Paper Work
Internal ISO(International Organisation for
Standardization) 9000
VP Call Center – Joseph
Underwood
**The characteristics specified included in ISO/IEC 7810 are
• Physical dimensions.
• Resistance to bending,flame,chemicals,temprature and humidity.
• Toxicity.
• All bank cards should have thickness of 0.76mm.
85.60mm(or)3.370in
5 53.98mm
(or)
2.215in

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13.2 Quality Control Measurements
Date Test Condition Expected Result Responsible Acceptable?
(Y/N)
System Codes Design Eliminating errors. VP IT – Mary Jones
Deployment of the System Software bugs get fixed. VP IT – Mary Jones
Credit Card Security
Encryption
Security coding VP IT – Mary Jones
Card Design Need to get 2% cash back from each
purchase.
Call Center Occurrence
Simulation
Underwood and VP IT – Mary
Jones
14. Process Improvement Plan
The process improvement plan is a component of project management plan. Its purpose is to document how the project team
will analyze various processes, determine where improvements can be made and implement improvement measures.

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Process boundaries
ID Process Start Completion Inputs Outputs
1 Card design Process starts
immediately upon
an order being
placed for material
from the operations
manager.
Process is
complete once
the card has
been built.
Materials,
written work
order
Acknowledged
work
authorization from
the technician.
2 Call center
scripting
Process starts after
hiring members.
It is completed
after training the
hired members
for scripting.
Human
Resource
Script for the
card.
3 System
Update
Starts after the
material being
shipped to the
required location.
Ends at the final
check from the
quality engineer.
System
software
Updated script
and software.
4 Market
launch
Starts after branding
and scripting.
Ends at the
stage of
marketing
accomplishment.
Designs and
strategies

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Process configuration:
Process configuration is a graphical representation of the project’s processes.
Process metrics:
ID Metric Acceptable mean
value
Upper control
limit
Lower control
limit
1 Core material waste 7% 9% 5%
2 Time from material
ordered
35min 40min 32min
3 Time from system
updated
45min 40min 42min
4 Market launch 20min 15min 12min
Card design, call center
scripting, system update,
market launch.
Acknowledged work
authorization from the
technician. Script for the
card. Updated script and
software.
Materials, written work
order Human Resource
System software Designs
and strategies.

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Targets for Improved Performance
Metric Current or
target values
Acceptable
mean value
Upper control
limit
Lower control
limit
Core material
waste
Current 7% 9% 5%
Time from
ordered
material to line
ready
Target 35min 40min 32min
Time from
system update
to line ready
Target 45min 40min 42min
Time from
market launch
Current 20min 15min 12min
15. Human Resources Management Plan
The Human Resources Management Plan describes the end-to-end process that the project will use to meet its Human
Resources requirements. It indicates the resources that are required, how they will be acquired and developed, how day-today
management will be formed. The document also says for how long the resources will be needed, either permanently or short term
work.
The content of this document is:
• Process of Acquiring;
• Process of Developing;

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• Process of Managing;
• Responsibility Assignment Matrix; - Check document 5.0 Responsibility Matrix Assignment;
• Work Performance Reports;
• Organizational Matrix;
Develop Project Staff
Assignment
Project Manager and Functional
Managers
Expert judgment, verify portfolios, Scope Statement, inspection of all the
requirements and OPA’s.
Create Project
Statement of Work
Project Manager Based on the Project Staff Assignment. This document contents the
Responsibility Assignment Matrix.
Acquire Human
Resources
Functional Manager – Human
Resources Team
The Human Resources Team and Functional Managers have to follow the
Process of Acquiring contents in this document.
Develop Team
performance
Functional Manager and Human
Resources Team
The Human Resources Team and Functional Managers have to follow the
Process of Developing contents in this document.
Gather Work
Performance Data
Functional Manager and Human
Resources Team
Based on the Project Schedule and Project Budget. Use check list according to
the activities of the Project. Real data.
Create work
performance reports
Project Manager and Human
Resources Team
Compare data with the Project Schedule and Project Cost. Check Project
Requirements and Quality Assurance.
Process of Acquiring:
The Human Resources Team will select candidates according to the Project Statement of Work and the Responsibility Matrix
Assignment. The Functional Manager of each area will select the best candidate among the Human Resources Team Preselected team and
their sources must be based on the requirements of the project.
Upon select the team work, the hiring must follow the rules of hiring content in the OPA regarding. Check out the sections below:

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Item Notes
Documents required Use the List of Document for the New Employees – Check List
Hiring Deadline New employees are able to start every Monday but the documents must be
sent by the 15th
of each month.
Integration The Integrations occur every Monday, full day, with the Human resources
Team.
Work Performance Evaluation Functional Manager will use the 30 days Evaluation Form in order to give to the
new employee a constructive feed back.
Process of Developing:
The Functional Managers are welcome to suggest any activity that can help to develop the Team Work according to the rules
below:
• Alcohol and unlawfully are not allowed;
• Activities involving religion and policy are not allowed;
• Activities discriminatory or that exclude members are not allowed;
• The activities must be submitted to the HR Department in order to get a approving;
• The Company will pay for expenses up to $ 80 per employee;
• Activities planned during the work time need also an authorization from the Head Direction;
Added note: In order to support the Human Resources demand in the Project one Human Resource Senior will be indicated
to work close to the team. Following their roles and responsibilities:

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1. Select the candidates to hire;
2. Integrate the new employees;
3. Support to the Call Center Training;
4. Support in activities to develop Team Work;
5. Support in gathering the work performance data and developing reports;
Process of Managing:
The Functional Managers and VIP’s are responsible for managing their team. They have to Lead their team in order to meet
the Project Requirements and the Project Schedule and Budget expectations.
In case of replacement team either replacement or off employee, the Functional Managers and the VIP’s must follow the
rules below:
1. According to the OPA, the off employee form must be sent by the 10th
of each month;
2. The manager must report the reasons and failures;
3. The off employee must fill the evaluation of management form in order to get a feed back;
4. Personal and discriminatory reasons will be not accepted;
Responsibility Assignment Matrix:
- Check the content of this Document in 5.0 Responsibility Matrix Assignment;
Work Performance Reports;
The Work Performance Report must be sent to the Sponsor, VIP’s and Functional Managers. It will content the following
information:

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• Project Schedule Comparative – Time and Activities X Performance Data;
• Project Budget – Earned Value and Actual Cost Z Human Performance Data;
• Knowledge area score;
• Integration Score;
• Team Work Score;
• Improvement Plan;
The information above must be showed individually and as a team. The Functional Managers and the Human Resources
Team are responsible for developing and following up an Improvement Plan, in case of low track.
Organizational Matrx:

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Responsibility Assessment Matrix
This document contents a detailed description of the Human Resources used in the Project.
Description:
Human resource Description Quantity Status
Period
Project
Notes
Lawyer
Responsible for the legal permissions and
regulations.
01 We have 1 month Permanent
Graphic Designer Responsible for designing the card dynamics. 01 Hire 2 months Short time
Call Center Officer
Regulates the scripting and other updates related
to the project.
01 We have 10 months Permanent
Marketing Officer
Responsible for all the campaigns and
advertising.
Programmer Senior
Responsible for oversight of all coding and
programming tasks for the project.
Programmer Junior
Responsible for oversight of all coding and
programming tasks for the project.
Quality Officer Senior
Responsible for quality control and assurance
logs throughout the project.
Quality Office Junior
Responsible for creating and tracking quality
control and assurance standards.
Project Manager
Responsible for planning, creating and managing
all work activities.
Project Assistant
Senior
Responsible for tracking, communicating, internal
coordination.

32
Project Assistant
Junior
Responsible for project documentations. 02 We have 10 months Permanent
HR Officer
Responsible for hiring team members and staffing
for the project.
RACI:
WBS Work packages and activities Sponsor
Project
Manager Designers
Department
Head's
1.1 Legal contract R A I A
1.2 Project management C A I R
1.3 Call center updates I I R A
1.4 Computer system updates I C A R
1.5 Card design C I A R
1.6 Marketing campaign R I A C
R - Responsible "The Doer"
A - Accountable
The buck stops
here
C - Consulted "In the loop"
I - Informed
"Kept in the
picture"

33
16. Communication Management Plan
Audience Description and Purpose Thesaurus Owner Medium Prevalence
VP of New Business Update the schedule and monitor cost -Slide update
-Status report
Project Manager -Email -Weekly
CEO of the Bank Report financial balance -Slide update Project Manager -Email -Weekly
VP of Computer Dept. Ensure resources, time and budget
required
-Meeting
- Project Schedule
Project Manager -Face to face
-Call
-Email
-Daily
-Weekly
VP of Marketing Dept. Provide the guideline to design the
card
-Meeting
- Project Schedule
-Call
-Email
-Daily
-Weekly
VP of Call centre Ensure resources required -Meeting
- Project Schedule
-Call
-Email
-Daily
-Weekly
Project Management Office Update the Project -Status report
- Project Schedule
Project Manager -Email -Weekly
17. Risk Management Plan
The risk management plan defines the approach taken to identify, manage, score and rank the impacts on the project. The
risks must be identified ahead of time in order to implement a mitigation strategy from the project’s onset.
The most severe and the highest impact risks must be add to the schedule and the budget according to the risk response
plan.
• Impact rating;

34
• Probability rating;
• Risk assessment matrix;
• Risk response plan;
Identify Risks Project Manager, Functional
Manager and stakeholders
Expert judgment, verify portfolios, Interviews, OPAs, Scope Statement and
Inspection of all the requirements,
Risk Breakdown
Structure
Project Manager Use the boardroom to develop the RBS.
Risk Register Project Manager and Functional
Manager
Expert judgment, verify portfolios, Interviews, OPAs, Scope Statement and
Inspection of all the requirements,
Perform Qualitative
Analysis
Manager
Use the boardroom to develop the WBS.
Perform Quantitative
Analysis
Manager
Inspection all the requirements, use expert judgement and decomposition.
Risks Responses Plan Project Team Use Group Decision-Making to develop the Changing Plan and validate it.
Impact Rating:
The impact rating will be measure on scale of 1 to 5 according to the table below:
Quantitative Qualitative
1-20% Negligible
21-40% Minor
41-60% Moderate
61-80% Significant
81-100% Severe

35
Probability Rating:
The risk probability will be measure on a percentage scale according to the table below:
Quantitative Qualitative
1-20% Very low
21-40% Low
41-60% Medium
61-80% High
81-100% Very High
Risk Assessment Matrix:
Impact(Consequence/
Severity)
Severe Considerable
management and
monitoring required
Considerable
management and
monitoring required
Manage and
monitor risks
Manage and
monitor risks
required
Extensive
management
(Fact)
Significant Management and
monitoring required
Management and
monitoring
Management and
monitoring
Must manage and
monitor risk
Must manage and
monitor risk
Moderate Risk may be worth
accepting with
monitoring
Management and
monitoring
Management effort
worthwhile mitigate
and monitor risks
Must manage and
monitor risk
Must manage and
monitor risk
Minor Accept Risk Risk may be worth
accepting with
monitoring
Mitigate and monitor
risks
Should manage
mitigate and monitor
risk
Should manage
mitigate and
monitor risk

36
Negligible Accept Risk Accept + Monitor
Risk
Accept + Monitor
Risk
Manage mitigate
and monitor risk
Manage mitigate
and monitor risk
Very Low Low Medium High Very High
Likelihood (Probability)
Risk response plan:
The risk response plan it will classify the risks in Accept (will accept the risk), Mitigate (Reduce the impact or the probability
on the project) and Avoid (Do not do the activity or changed). The plan must contain a high detail of the impact on the following
documents within the project:
• Project Requirements
• Bottom up Budget
• Project Schedule
• Responsibility assignment matrix
The strategies for negative or positive Risks are going to base on the table below:
Acceptance The Risk is positive or the it is not going to change the
situation.
Not Accept The Risk implies in changing the project or include an
activity.
Mitigate The Risk implies a reduction of probability or impact –
double check documents or improve training.

37
The Risk Response is the process of developing strategies and determining actions, to enhance opportunities and reduce
risks to the project’s objectives. This plan also applies for the schedule and budget according to the deliverables of the project.
• Identification and Performance – Table 1 and Table 2;
• Risk Response Action;
• Risk Response Cost – Table 3;
• Risk Response Schedule;
• Risk Response Milestone;
• Risk Change Request;
Identification and Performance:
The Risks below were identified by the Project Management Team, Stakeholders and Functional Managers involved in the
Project. They based on expert judgement; portfolio, interviews, OPA’s the Scope Statement and Inspection of the requirements. A
project team member is assigned to take responsibility for each risk response. This process ensures that each risk requiring a
response has an owner monitoring the responses, although the owner may delegate implementation of a response to someone
else. The Structure below maps the likely risks identified within the deliverables:

39
Table 1 - Identification
S.No Deliverable RBS Detail Owner
1.1.1 Card Interface Color or design chosen don't be accepted by the customers. VIP of Marketing
1.1.2 Card Security Encryption Error to read the card in the coffee shop machines. VIP of Marketing and Quality Support
1.1.3 Card Manufacturing Bad quality of material resulting in replacement. VIP of Marketing and Quality Support
1.1.4 Card Functionality Lack of support and training in the coffee houses. VIP of Marketing and VIP of New Business
1.2.1 Computer
System
Local Service Interface between new system and the credit card company might not be able to send the data VIP of Computer System
1.2.2 Computer
System
Technology Limit The hardware might not be able to run the new system with a good performance. VIP of Computer System
1.2.3 Computer
System
System Design New system change might causes delay in the Call Centre. VIP of Computer System
1.2.4 Computer
System
Network Poor network management can cause a delay on some activities which depends on internet. VIP of Computer System
1.2.5 Computer
System
Performance Work Programmers might don't be familiar with the necessaries changes. VIP of Computer System
1.2.6 Computer
System
Security Data Lack of security information could cause a lost of customers data. VIP of Computer System
1.2.7 Computer
System
Project Dependency The delay on the previous activities might cause a late work on the project. VIP of Computer System
1.3.1 Call Center Personal Skills New employees showing Insufficient communication skills VIP of Call Centre
1.3.2 Call Center Experience New employees with no enough experience might slow down the Call Centre Process VIP of Call Centre
1.3.3 Call Center Reliability Lack of knowledge about the OPA, Policies and Law. VIP of Call Centre and Lawyer
1.4.1 External Competition Main competitor is going to lunch same product close to our launch date. VIP of Marketing and VIP of New Business
1.4.2 External Adherence Lack of disclosure of the Project in the coffee houses. VIP of Marketing and VIP of New Business
1.4.3 External Partnership Bad quality of the coffee reflect on the BoNa brand. VP of New Business
1.5.1 Organizational Marketing Campaign No efficient Communication Vehicle chosen resulting in low sales. VIP of Marketing

40
Table 2 - Performance
S.No Detail Probability Impact
Risk
Assessment
Probability Impact Detectability
Overall
Risk
1.1.1 Color or design chosen don't be accepted by the customers. Low Moderate Accept 26% 40% 85% 12%
1.1.2 Error to read the card in the coffee shop machines. Low Severe Not accept 40% 100% 90% 44%
1.1.3 Bad quality of material resulting in replacement. Very Low Severe Not accept 15% 100% 75% 20%
1.1.4 Lack of support and training in the coffee houses. Medium Severe Mitigate 55% 100% 60% 92%
1.2.1 Interface between new system and the credit card company might not be able to send the data Low Moderate Mitigate 22% 60% 90% 15%
1.2.2 The hardware might not be able to run the new system with a good performance. Low Significant Not accept 30% 80% 85% 28%
1.2.3 New system change might causes delay in the Call Centre. Medium Significant Mitigate 49% 60% 65% 45%
1.2.4 Poor network management can cause a delay on some activities which depends on internet. Low Moderate Not accept 35% 80% 90% 31%
1.2.5 Programmers might don't be familiar with the necessaries changes. Low Significant Not accept 35% 100% 50% 70%
1.2.6 Lack of security information could cause a lost of customers data. Medium Severe Not accept 50% 100% 60% 83%
1.2.7 The delay on the previous activities might cause a late work on the project. Medium Severe Mitigate 45% 60% 60% 45%
1.3.1 New employees showing Insufficient communication skills Medium Moderate Mitigate 52% 60% 40% 78%
1.3.2 New employees with no enough experience might slow down the Call Centre Process Medium Moderate Not accept 50% 100% 40% 125%
1.3.3 Lack of knowledge about the OPA, Policies and Law. Medium Severe Not accept 55% 100% 40% 138%
1.4.1 Main competitor is going to lunch same product close to our launch date. Very High Moderate Mitigate 85% 60% 90% 57%
1.4.2 Lack of disclosure of the Project in the coffee houses. Medium Severe Not accept 50% 100% 60% 83%
1.4.3 Bad quality of the coffee reflect on the BoNa brand. Low Severe Mitigate 35% 100% 60% 58%
1.5.1 No efficient Communication Vehicle chosen resulting in low sales. Low Severe Not accept 35% 100% 30% 117%
Qualitative Analysis Quantitative Analyses

41
Risk Response Action:
The Table below define the strategic and actions to reduce the Risks identified in the Project:
S.No Detail Owner
Risk
Assessment
Response Plan
1.1.1 Color or design chosen don't be accepted by the customers. VIP of Marketing Accept (Considerer a Positive Risk)
1.1.2 Error to read the card in the coffee shop machines. VIP of Marketing and Quality Support Not Accept Provide extra tests on the spot
1.1.3 Bad quality of material resulting in replacement. VIP of Marketing and Quality Support Not Accept Spend time checking material (use check list)
1.1.4 Lack of support and training in the coffee houses. VIP of Marketing and VIP of New Business Mitigate Improve training and rise members
1.2.1 Interface between new system and the credit card company might not be able to send the data VIP of Computer System Mitigate Provide extra tests on the spot
1.2.2 The hardware might not be able to run the new system with a good performance. VIP of Computer System Not Accept Develop Initial tests to avoid surprises
1.2.3 New system change might causes delay in the Call Centre. VIP of Computer System Mitigate Provide extra tests on the spot
1.2.4 Poor network management can cause a delay on some activities which depends on internet. VIP of Computer System Not Accept Develop Initial tests to avoid surprises. It might change the current network
1.2.5 Programmers might don't be familiar with the necessaries changes. VIP of Computer System Not Accept Provide extra meetings to ensure commitment
1.2.6 Lack of security information could cause a lost of customers data. VIP of Computer System Not Accept Provide extra tests on the spot. It might result in extra cost
1.2.7 The delay on the previous activities might cause a late work on the project. VIP of Computer System Mitigate Check the HR Management Plan. It might result in payment of extra hours
1.3.1 New employees showing Insufficient communication skills VIP of Call Centre Mitigate Improve training and check content
1.3.2 New employees with no enough experience might slow down the Call Centre Process VIP of Call Centre Not Accept Spend time checking references
1.3.3 Lack of knowledge about the OPA, Policies and Law. VIP of Call Centre and Lawyer Not Accept Improve training and check content
1.4.1 Main competitor is going to lunch same product close to our launch date. VIP of Marketing and VIP of New Business Mitigate Develop a long term improvement plan to keep the Project up.
1.4.2 Lack of disclosure of the Project in the coffee houses. VIP of Marketing and VIP of New Business Not Accept Develop plan to check on the partner. Use resources that we have.
1.4.3 Bad quality of the coffee reflect on the BoNa brand. VP of New Business Mitigate Develop plan to check on the partner. Use resources that we have.
1.5.1 No efficient Communication Vehicle chosen resulting in low sales. VIP of Marketing Not Accept Reach a higher number of media
RISK RESPONSE PLANNING

42
Risk Response Cost:
S.No
Risk
Assessment
Cost $ Response Plan
Cost $ - Response
Plan
1.1.1 Accept - (Considerer a Positive Risk) -
1.1.2 Not Accept 90.000,00 Provide extra tests on the spot 40.000,00
1.1.3 Not Accept 95.000,00 Spend time checking material (use check list) 19.000,00
1.1.4 Mitigate 50.000,00 Improve training and rise members 45.833,33
1.2.1 Mitigate 100.000,00 Provide extra tests on the spot 14.666,67
1.2.2 Not Accept 90.000,00 Develop Initial tests to avoid surprises 25.411,76
1.2.3 Mitigate 120.000,00 Provide extra tests on the spot 54.276,92
1.2.4 Not Accept 100.000,00 Develop Initial tests to avoid surprises. It might change the current network 31.111,11
1.2.5 Not Accept 100.000,00 Provide extra meetings to ensure commitment 70.000,00
1.2.6 Not Accept 200.000,00 Provide extra tests on the spot. It might result in extra cost 166.666,67
1.2.7 Mitigate 80.000,00 Check the HR Management Plan. It might result in payment of extra hours 36.000,00
1.3.1 Mitigate 100.000,00 Improve training and check content 78.000,00
1.3.2 Not Accept 75.000,00 Spend time checking references 93.750,00
1.3.3 Not Accept 100.000,00 Improve training and check content 137.500,00
1.4.1 Mitigate 100.000,00 Develop a long term improvement plan to keep the Project up. 56.666,67
1.4.2 Not Accept 150.000,00 Develop plan to check on the partner. Use resources that we have. 125.000,00
1.4.3 Mitigate 150.000,00 Develop plan to check on the partner. Use resources that we have. 87.500,00
1.5.1 Not Accept 100.000,00 Reach a higher number of media 116.666,67
1.198.049,80
TOTAL BUDGET: 5.945.000,00
RISK ON THE BUDGET 20%
TOTAL: 7.143.049,80
TOTAL COST - RESPONSE PLAN:

43
Risk Response Schedule:
S.No Response Plan Start Finish Duration
Activity Link - according to
Schedule
1.1.1 (Considerer a Positive Risk)
1.1.2 Provide extra tests on the spot 05/09/2016 06/09/2016 2 1.4.3 - Text software code changes SIMULTANEOUS
1.1.3 Spend time checking material (use check list) 25/02/2016 25/03/2016 30 1.5.5 - Design Card AFTER
1.1.4 Improve training and rise members 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work SIMULTANEOUS
1.2.1 Provide extra tests on the spot 05/09/2016 06/09/2016 2 1.4.3 - Text software code changes SIMULTANEOUS
1.2.2 Develop Initial tests to avoid surprises 17/03/2016 21/03/2016 5 1.4.1 - Design System Change Code BEFORE
1.2.3 Provide extra tests on the spot 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work AFTER
1.2.4 Develop Initial tests to avoid surprises. It might change the current network17/03/2016 21/03/2016 5 1.4.1 - Design System Change Code BEFORE
1.2.5 Provide extra meetings to ensure commitment 29/12/2015 21/03/2016 84 1.4.1 - Design System Change Code SIMULTANEOUS
1.2.6 Provide extra tests on the spot. It might result in extra cost 17/03/2016 21/03/2016 5 1.4.1 - Design System Change Code SIMULTANEOUS
1.2.7 Check the HR Management Plan. It might result in payment of extra hours 18/12/2015 28/12/2015 11 1.2.5 - Develop all Management Plans AFTER
1.3.1 Improve training and check content 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work SIMULTANEOUS
1.3.2 Spend time checking references 03/05/2016 16/05/2016 14 1.3.1 - Acquire Team Work SIMULTANEOUS
1.3.3 Improve training and check content 24/05/2016 07/06/2016 15 1.3.3 - Traning Team work SIMULTANEOUS
1.4.1 Develop a long term improvement plan to keep the Project up. 12/12/2015 21/12/2015 10 1.2.2 - Scope SIMULTANEOUS
1.4.2 Develop plan to check on the partner. Use resources that we have.
1.4.3 Develop plan to check on the partner. Use resources that we have.
1.5.1 Reach a higher number of media 29/12/2015 22/02/2016 56 1.6.1 - Develop Campaign Strategy SIMULTANEOUS
RISK RESPONSE PLANNING
* Use resource to check on the partner during 1 year after launch of the credit card.
* Use resource to check on the partner during 1 year after launch of the credit card.

44
Risk Response Milestone:
S.No Deliverable Responsable Response Plan Milestone Date
1.1.1 Card VIP of Marketing (Considerer a Positive Risk) (Considered a Positive Risk)
1.1.2 Card VIP of Marketing Provide extra tests on the spot Validate Tests 07/09/2016
1.1.3 Card VIP of Marketing Spend time checking material (use check list) Validate Training Material 26/03/2016
1.1.4 Card VP of New Business Improve training and rise members Validate Training Material 08/06/2016
1.2.1 Computer
System
VIP of Computer System Provide extra tests on the spot Validate Tests 07/09/2016
1.2.2 Computer
System
VIP of Computer System Develop Initial tests to avoid surprises Validate Tests 22/03/2016
1.2.3 Computer
System
VIP of Computer System Provide extra tests on the spot Validate Tests 08/06/2016
1.2.4 Computer
System
VIP of Computer System Develop Initial tests to avoid surprises. It might change the current network Validate Tests 22/03/2016
1.2.5 Computer
System
VIP of Computer System Provide extra meetings to ensure commitment Validate meetings 22/03/2016
1.2.6 Computer
System
VIP of Computer System Provide extra tests on the spot. It might result in extra cost Validate Tests 22/03/2016
1.2.7 Computer
System
VIP of Computer System Check the HR Management Plan. It might result in payment of extra hours Validate Calendar Resources 29/12/2015
1.3.1 Call Center VIP of Call Centre Improve training and check content Validate Training Material 08/06/2016
1.3.2 Call Center VIP of Call Centre Spend time checking references Validate References 17/05/2016
1.3.3 Call Center VIP of Call Centre Improve training and check content Validate Training Material 08/06/2016
1.4.1 External VIP of Marketing Develop a long term improvement plan to keep the Project up. Validate Scope 22/12/2015
1.4.2 External VIP of Marketing Develop plan to check on the partner. Use resources that we have. Validate Plan 26/03/2016
1.4.3 External VP of New Business Develop plan to check on the partner. Use resources that we have. Validate Plan 26/03/2016
1.5.1 Organizational VIP of Marketing Reach a higher number of media Validate Marketing Campaign 23/02/2016

45
18. Procurement Management Plan
This document it will describes how the project team will acquire services from outside the organization (BoNa), and how
procurement processes will be managed. This plan identifies and defines the items to be procured, the types of contracts to be used
in support of this project, the contract approval process, and decision criteria.
Procurement Management Approach
Project Manager will work with the project team to identify all items to be procured for the successful completion of the
project. The Project Management Office (PMO) will review the procurement list before submitting it to the contracts and purchasing
department. The contracts and purchasing department will review the procurement items, determine whether it is advantageous to
make or buy the items, and begin the vendor selection, purchasing and the contracting process.
Procurement Definitions
The following procurement items have been determined to be essential for project completion and success. The following list
of items, justification, and timeline are pending PMO review for submission to the contracts and purchasing department:
Item Justification
Card Every deliverable related to the card will be outsourced because our company does not manufacture cards
and any features related to the card such as security encryption and the plastic card.
Call Center The call center will be outsourced to a call center specialized company which are already prepared to do
this services, and with this we can save some time on training people.
Marketing Campaign Our Marketing department will develop the marketing campaign but we will outsource some services such
as TV commercials, outdoors, printing and distribution of flyers.

46
The purpose of the contract must follow ours quality policy and quality assurance on the following table:
Activity Deliverable Relationship Assurance Parameter Owner
Quality Product Credit Card External **ISO/IEC(International Electro-technical
Commission) 7810
Quality Process Credit Card External Code of Conduct for the Credit Card
Industry of Canada, according to financial
Consumer Agency of Canada.
Quality Process Call Center External Personal Information Protection and
Electronic Documents Acts – PIPEDA
(Federal Legislation)
Underwood
Quality Process Help Desk Internal OPA 1234 – Help Desk Answer VP IT – Mary Jones
**The characteristics specified included in ISO/IEC 7810 are
• Physical dimensions.
• Resistance to bending, flame, chemicals, temperature and humidity.
• Toxicity.
• All bank cards should have thickness of 0.76mm.
85.60mm(or)3.370in
5 53.98mm
(or)
2.215in

47
The following individuals are authorized to approve purchases for the project team:
Name Role
Titans Project Manager
Sally Evert Supervisor
Bob Smith Sponsor
Sam Snead VP of Marketing Department
Type of Contract to be used
All items and services to be procured for this project will be solicited an analysis for each case. The project team will work
with the contracts and purchasing department to define the item types, quantities, services and required delivery dates. The
contracts and purchasing department will then solicit bids from various vendors in order to procure the items within the required time
frame and at a reasonable cost under the price contract once the vendor is selected.
Item to be outsourced Type of contract Justification Payment
Card Fixed Price We will pay for the certain
amount of cards services
and cards manufactured
Through the receipt send it by e-mail every the
10th day of each month, the payment it will be
done in 20 days to the service provider.
Call Center Fixed Price We will pay for the pre
determinate hours of call
center services.
Through the receipt send it by e-mail every the
10th day of each month, the payment it will be
done in 20 days to the service provider
Marketing Fixed Cost Plus Incentive We will pay a fixed price
for the marketing services
and if the service provider
could get a cheaper cost
for his services we will
give them the extra
budget.

48
Seller Criteria
The criteria for the selection and award of procurement contracts under this project will be based on the following decision
criteria:
Evaluation Criteria Weighting Factor
Ability of the vendor to provide all items by the required delivery date 3
Quality 5
Cost 4
Expected delivery date 5
Comparison of outsourced cost versus in-sourcing 3
Past performance 3
1 = not important – 5 = extremely important
These criteria will be measured by the contracts review board and/or the Project Manager. The ultimate decision will be made
based on these criteria as well as available resources.
Procurement Schedule
The following table it will describes the procurement schedule, when the deliverables should be completed.
Item Needed By Notes
Card Feb 24, 2016 The service provider will continue manufacturing the cards until the end of the partnership with the
coffee shop, this schedule it is for when we need everything completed.
Call Center Mar 21,2016 The call center will continue providing the service, this date it is for the go live of the call center
system.
Marketing May 26,2016 The marketing campaign will keep going until the end of the partnership with the coffee shop and the
bank.

Alpha Case Study - Project Management Plan Sample

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