Ecology Project

November 21, 2020

93 INDIAN PAINTBRUSH LANE

CLARITY DEVELOPMENT 828 APPLE TREE LANE GLENVIEW, IL 60025

NOVEMBER 2, 2020

Document Revision History

Version Number

Date

Description

1.0

09/25/20

First draft of plan created

1.1

10/09/20

2nd Draft produced containing updated “work breakdown structure” work from 10/09/20

worksession

1.2

11/03/20

Revised draft containing work from 11/03/02 work session and accepted previous changes

1.3

11/05/20

Revised draft containing work from 11/05/20 work session and accepted previous changes.

Grouped and reordered objectives for clarification.

1.4

11/07/20

Revised draft containing work from 11/07/02 work session and accepted previous changes. Added

individual resource budgets and functional managers to approval section

1.5

11/08/20

Revised draft containing work from 11/08/02 work session and accepted previous changes

1.6

11/14/20

Slight adjustments to align format with Project Management Framework. Ready for sign off.

TABLE OF CONTENTS:

DOCUMENTATION HISTORY ________________________________________2 SITE

LOCATION__________________________________________________4 OVERVIEW

_____________________________________________________ 5 OBJECTIVES

____________________________________________________ 5 PROJECT

DESCRIPTION____________________________________________5 SCOPE

STATEMENT_______________________________________________ 7 PROJECT

DELIVERABLES __________________________________________7 WORK BREAKDOWN

STRUCTURE ___________________________________7 MILESTONE SCHEDULE

__________________________________________ 10 DETAILED SCHEDULE

____________________________________________11 PERSONNEL

____________________________________________________12 SUMMARY BUDGET

______________________________________________13 BUDGET SEPARATED BY

OUTSOURCED TEAMS ________________________13 DETAILED BUDGET ______________________________________________ 14 RISK MANAGEMENT PLAN________________________________________ 15 EVALUATION METHODS ___________________________________________16 TERMINATION PROVISIONS ________________________________________16 PROCEDURE FOR SCHEDULE AND COST MONITORING ___________________17 PROJECT APPROVAL______________________________________________ 18

SITE LOCATION:

OVERVIEW

For the past several years, the sponsor has had an entrepreneurial vision but faced roadblocks due to challenges presented by the space’s ecology as well as lacking ability to independently complete a construction project. The delay has resulted in the sponsor’s lack of motivation to continue crafting the business plan and overwhelming sentiment towards the whole endeavor. The purpose of the project is to aid the sponsor in carrying out the logistics necessary to create appropriate conditions for his intended use of the property. The project will integrate efficient project management strategy, a skilled team of specialists, superior equipment, and cutting-edge science to bring health back to the terrain and establish state-of-the-art infrastructure.

The 93 Indian Paintbrush Lane project has been created to restore a site for environmental education and cultivating community. While the project’s scope is restricted to nourishing the land and building the outlined infrastructure, it is going to produce a long-lasting result because the type of deliverables provide ongoing environmental education, as well as goods and services to the public. The costs associated with the successful design and implementation of the land management and construction will be recovered from the anticipated sponsor’s business.

OBJECTIVES

The following business objectives are in direct support of our corporate strategic plan to mitigate the effects of global climate change and provide construction for small businesses:

– Accumulate scientific research sufficient to create a land restoration plan within 5 months

– Complete the restoration plan within 6 months

– Complete all construction within 18 months

PROJECT DESCRIPTION

The 93 Indian Paintbrush Lane project will provide a land restoration plan and building infrastructure to the sponsor. The 93 Indian Paintbrush Lane project will begin to regenerate and restore a plot of land in order to prevent continued forest overgrowth, improve conditions for having a diversified garden, and construct the necessary infrastructure for the sponsor to fulfill his business plan. The 93 Indian Paintbrush Lane project will use state-of-the-art equipment in order to ensure sustainable, quality results are achieved. The functional department managers will inform the sponsor about details needed to upkeep the physical structures and continue conduction of the land restoration plan without interruption.

Success Criteria

The objectives which mutually support the milestones and deliverables for this project have been identified. In order to achieve success on the 93 Indian Paintbrush Lane project, the following objectives must be met within the designated time and budget allocations:

– Hire all needed staffing within 20 days

– Complete land management research plan within 50 days

– Complete construction blueprint within 50 days

– Order all needed land restoration tools within 80 days

– Order all needed construction materials and tools within 80 days

– Complete all construction aligned with the blueprint within 18 months

Requirements

– Creation of land restoration plan

– Completion of all tasks outlined in the initial year of the land restoration plan

– Construction of all infrastructure outlined in the construction blueprint

– Transfer execution of land restoration plan to a steady-state of operation

Constraints

– All resources must align with the original contents contained in the approved permits

– All resources must be purchased in accordance with the allocated budget and timeline

Assumptions

The following are a list of assumptions. Upon agreement and signature of this document, all parties acknowledge that these assumptions are true and correct:

– This project has the full support of the project sponsor, stakeholders, and all departments

– The project’s purpose will be communicated across the company prior to deployment

– The functional department managers will provide additional resources if necessary

Risks

The following risks for the 93 Indian Paintbrush Lane project have been identified. The project manager will determine and employ the necessary risk mitigation/avoidance strategies as appropriate to minimize the likelihood of these risks:

– Interpersonal conflicts amongst functional managers

– Equipment outlined in the plan are unavailable or received resources don’t function

– Safety hazards that lead to worker accidents and injuries

SCOPE STATEMENT

The 93 Indian Paintbrush Lane project will include the preparation of a plot of land for the sponsor’s entrepreneurial vision. The scope entails conducting ecological research, creating a land restoration plan, executing the initial stages of the land restoration plan, designing the construction blueprint, and completing all construction. All personnel, equipment, and construction material resources will be managed by the project team. All project funding will be managed by the project manager up to and including the allocated amounts in this document. Any additional funding requires approval from the project sponsor. Furthermore, the project’s termination involves a transition process that releases the project’s completion to a steady-state operation. This project will conclude when the final report is submitted within 30 days after the thorough land restoration plan is formulated, tasks outlined in the initial section of the land restoration plan are complete, and all infrastructure outlined in the construction blueprint is built. Tasks outside the project scope include developing the garden, acquiring the brewery equipment, designing and setting up the disc golf course, installing electricity and plumbing, opening the trail system, marketing services to generate visitation from the public, conducting events, holding environmental education sessions, and continuing to carry out the land restoration plan.

PROJECT DELIVERABLES

The following deliverables must be met upon the successful completion of the 93 Indian Paintbrush Lane project. Any changes to deliverables must be approved by the project sponsor:

– Creation of land restoration plan

– Completion of all tasks outlined in the initial year of the land restoration plan

– Construction of all infrastructure outlined in the construction blueprint

Work Breakdown Structure

1. 93 Indian Paintbrush Lane Project

1.1. Hire Functional Managers and Respective Staffing 1.1.1. Services from outsourced groups determined 1.1.2. Contractual agreements signed

1.1.3. Description of project team finalized

1.2. Hold Joint Meetings with Sponsor and Managers to Discuss Sponsor Preferences 1.2.1. Sponsor meetings scheduled

1.2.2. Sponsor meetings conducted

1.2.3. Pre-Construction description of the sponsor’s detailed preferences finalized

1.3. Create Construction Blueprint

1.3.1. Draft of construction blueprint created 1.3.2. Draft of construction blueprint revised 1.3.3. Draft of blueprint finalized

1.3.4. Sponsor approval of blueprint received

1.3.4.1. Sponsor blueprint review and comments submitted 1.3.4.2. Construction blueprint edited

1.3.4.3. Construction blueprint finalized

1.4. Obtain permits for construction

1.4.1. Acquire the city/county’s approval of permit packs

1.4.1.1. City/county permit packs created 1.4.1.2. City/county permit packs revised 1.4.1.3. City/county permit packs finalized 1.4.1.4. City/county permit packs submitted 1.4.1.5. City/county permit packs approved

1.5. Prepare Land Management Research Plan

1.5.1. Internal draft of land management research plan created 1.5.2. Internal draft of land management research plan revised 1.5.3. Land management research plan finalized

1.6. Gather tools needed for construction and land management 1.6.1. Prepare list of required tools

1.6.1.1. Tool list prepared

1.6.1.2. Tool list circulated for review 1.6.1.3. Tool list finalized

1.6.2. Obtain required tools

1.6.2.1. Tools already owned by outsourced staffing determined 1.6.2.2. Tool suppliers contacted

1.6.2.3. Tool orders placed

1.6.2.4. Tool orders received

1.7. Gather materials needed for construction 1.7.1. Prepare list of required materials

1.7.1.1. Material list prepared

1.7.1.2. Material list circulated for review

1.7.1.3. Material list finalized 1.7.2. Obtain required materials

1.7.2.1. Materials already owned by outsourced staffing determined 1.7.2.2. Material suppliers contacted

1.7.2.3. Material orders placed

1.7.2.4. Material orders received

1.8. Complete Land Management Research

1.8.1. Meet goals of land management research plan

1.8.1.1. Land management research goals identified 1.8.1.2. Land management research conducted 1.8.1.3. Land management research goals achieved

1.9. Prepare Land Restoration Plan

1.9.1. Insight gained from research applicable to the land restoration plan identified 1.9.2. Draft of the land restoration plan created

1.9.3. Draft of the land restoration plan revised

1.9.4. Draft of land restoration plan finalized

1.10. Conduct construction according to blueprints and permits 1.10.1. Prepare functional managers for blueprint execution

1.10.1.1. Expectations set

1.10.1.2. Specific recommendations on how to facilitate success outlined 1.10.1.3. Initial questions answered

1.10.1.4. Readiness of functional managers to begin project execution confirmed

1.10.2. Prepare construction staff members for blueprint execution

1.10.2.1. Project orientation for staff members completed

1.10.2.2. Loopholes in staff member understanding of tasks addressed 1.10.2.3. Readiness of staff members to begin project execution confirmed

1.10.3. Store tools and materials at site

1.10.3.1. Tools and materials separated by task and sorted 1.10.3.2. Spot at site to store tools and materials designated 1.10.3.3. Transportation of tools and materials scheduled 1.10.3.4. Transportation of tools and materials completed

1.10.4. Construct elements of the blueprint !9

1.10.4.1. Foundation installed

1.10.4.2. Extra design characteristics of blueprint added 1.10.4.3. Infrastructure construction completed

1.11. Implement land restoration plan

1.11.1. Initial actions to control forested area taken

1.11.2. Initial action to nourish soil of the farming area taken

1.11.3. Trail system created

1.11.4. Instructions about how to fulfill the rest of the restoration plan communicated

MILESTONE SCHEDULE

The project Summary Milestone Schedule is presented below. As requirements are more clearly defined this schedule may be modified. Any changes will be communicated through project status meetings by the project manager.

Project Milestone

Target Date (mm/ dd/yyyy)

• Project start

04/01/2022

• Hire all needed staffing

04/21/2022

• Complete land management research plan

05/21/2022

• Complete construction blueprint

05/21/2022

• Obtain all construction permits

06/16/2022

• Order all construction materials and land restoration tools

06/21/2022

• Complete land management research

09/01/2022

• Complete land restoration plan

10/01/2022

• Complete construction

06/01/2023

• Complete Project

10/01/2023

This project follows the minimum slack first rule which orders activities by the amount of slack in the project schedule devoting resources to the tasks with the least amount of slack first. Its benefits focus on quality as it reduces schedule slippage. Further, it is known for having minimum total system occupancy time which helps keep matters simple and efficient. Particularly, it is the rule most soundly using facilities which is important considering facilities to store the tools and materials for construction and land management are a component of the project that may only be available for a limited amount of the project’s duration.

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DETAILED SCHEDULE

Project Task

Target Date (mm/dd/yyyy)

• Project start

04/01/2022

• Hire all needed staffing

04/21/2022

Services from outsourced groups determined

04/10/2022

Contractual agreements signed

04/18/2022

• Complete land management research plan

05/21/2022

Meetings to Discuss Sponsor Preferences held

05/10/2022

Internal draft of land management research plan created

05/15/2022

Draft of the land restoration plan revised

05/20/2022

• Complete construction blueprint

05/21/2022

Meetings to Discuss Sponsor Preferences held

05/10/2022

Draft of construction blueprint created

05/13/2022

Draft of construction blueprint revised

05/18/2022

Sponsor approval of blueprint received

05/20/2022

• Obtain all construction permits

06/16/2022

• Order all construction materials and land restoration tools

06/21/2022

Prepare list of required material and tools

05/30/2022

Materials and Tools order placed

06/20/2022

• Complete land management research

09/01/2022

• Complete land restoration plan

10/01/2022

Draft of the land restoration plan created

09/10/2022

Draft of the land restoration plan revised

09/20/2022

• Complete construction

06/01/2023

Functional managers for blueprint execution prepared

06/30/2022

Construction staff members for blueprint execution prepared

07/10/2022

Foundation installed

12/10/2022

Extra design characteristics of blueprint added

05/30/2023

• Complete Project

10/01/2023

Land restoration plan implemented

09/30/2023

Instructions on how to fulfill the rest of the restoration plan communicated

09/30/2023

!11

PERSONNEL

Mary Friedman is named Project Manager for the duration of the 93 Indian Paintbrush Lane project. Ms. Friedman is authorized to approve all budget expenditures up to the allocated budget. Ms. Friedman may use Contingency Management Reserve funds to authorize changes to the project’s budget not to exceed 10% of any line item’s (Work Breakdown Structure Element- WBS) budget. Additionally, Ms. Friedman may change or extend any line item’s (WBS element) duration by 10%. However, the project’s overall budget baseline (Budget at Completion) and the project’s complete date may not be changed without the approval of the Project Sponsor.

Ms. Friedman’s responsibility is to manage all project tasks, scheduling, and communication regarding the project. Her team consists of functional departments including construction, solar installation and ecology. Ms. Friedman will coordinate all resource requirements through all of the department managers from the following respective outsourced companies: Custom Craft Contracting LLC, Gehrlicher Solar AG, and Clear Water Environmental Consultants.

Team Name

Membership

Project Responsibilities

Custom Craft Contracting LLC

1. Functional Manager 2. Blueprint Designer 3. Permit Director

4. On-Site Manager

5. On-Site Crew Members

1. Supervise team and attend meetings with Ms. Friedman, order necessary tools and materials

2. Attend meetings with the sponsor to draw a blueprint aligned with the project goals

3. Acquire the city/county’s approval of permit packs

4. Organize sequence of tasks, assign tasks to crew members

5. Carry out blueprint efficiently

Gehrlicher Solar AG

1. Functional Manager 2. Site Surveying Team 3. System Designers 4. Head Installer

5. Install Crew Members

1. Supervise team and attend meetings with Ms. Friedman

2. Gather information about sponsor’s projected electricity usage and the space’s shade patterns

3. Create solar blueprint based upon the data from the surveyor

4. Manage the on-site installation

5. Install the ground mount according

to panel design and necessary system equipment

Clear Water Environmental Consultants

1. Functional Manager

2. Research Plan Writers 3. Research Team

4. Data Analysis Team

5. Land Restoration Team

1. Supervise team and attend meetings with Ms. Friedman

2. Complete land research plan

3. Conduct land research

4. Create land restoration plan

5. Conduct land restoration plan

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SUMMARY BUDGET

The following table contains a summary budget based on the planned cost components and estimated costs required for successful completion of the project.

Project Component

Component Cost

• Personnel Resources

$245,000

• Tools and Materials

$530,000

• Permitting

$75,000

Total

$850,000

BUDGET SEPARATED BY OUTSOURCED TEAMS

Personnel Resources

$245,000

Customer Craft Contracting

$100,000

Gehrlicher Solar AG

$50,000

Clear Water Environmental Consultants

$75,000

Project Manager

$25,000

Construction Tools and Materials

$530,000

Custom Craft Contracting

$350,000

Gehrlicher Solar AG

$120,000

Clear Water Environmental Consultants

$30,000

Permitting

$75,000

Custom Craft Contracting

$75,000

Total

$850,000

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DETAILED BUDGET

Project Task

Cost ($)

• Project start

• Hire all needed staffing

2,000

Services from outsourced groups determined

1,000

Contractual agreements signed

1,000

• Complete land management research plan

11,000

Meetings to Discuss Sponsor Preferences held

1,000

Internal draft of land management research plan created

5,000

Draft of the land restoration plan revised

5,000

• Complete construction blueprint

15,000

Meetings to Discuss Sponsor Preferences held

1,000

Draft of construction blueprint created

7,000

Draft of construction blueprint revised

7,000

• Obtain all construction permits

75,000

• Order all construction materials and land restoration tools

530,000

Prepare list of required material and tools

2,000

Materials and Tools order placed

528,000

• Complete land management research

20,000

• Complete land restoration plan

20,000

Draft of the land restoration plan created

10,000

Draft of the land restoration plan revised

10,000

• Complete construction

150,000

Functional managers prepared

20,000

Construction staff members prepared

10,000

Foundation installed

50,000

Extra design characteristics of blueprint added

70,000

• Complete Project

27,000

Land restoration plan implemented

22,000

Instructions on how to fulfill the rest of the restoration plan communicated

5,000

TOTAL

850,000

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RISK MANAGEMENT PLAN

The purpose of the risk management plan is to describe how uncertainty is going to be managed specifically in terms of the risks outlined on page 6 of this project plan.

Firstly, understanding sources of conflict enables Ms. Friedman to be proactive and enjoy the art of resolution. The project plan also entails the Budget Separated by Outsourced Teams on page 13 to manage risk of conflict due to the individualized goals of functional managers interfering with the overall project goal. Detailing how the budget is separated by departments ahead of time allows for each functional manager to know the amount of budget he or she is able to spend on each respective section of the project. Also, understanding needs of all, keeping communication lines open across the project’s lifecycle, and fulfilling expectations are safe strategies to minimize conflict. Additionally, Ms. Friedman is committed to using principled negotiation. Principled negotiation is a negotiation that aims to achieve a win-win results. The conflicting stakeholders to a project are not enemies or competitors, but rather allies— members of an alliance with strong common interests. It is a requirement of all conflicting parties to seek solutions to the conflict that not only satisfy their own individual needs but also satisfy the needs of other parties, as well as the needs of the parent organization. Principled negotiation is defined by four points. It separates the people from the problem. It focuses on interests, not positions. Before trying to reach agreement, the PM invents options for mutual gain. It also insists on using objective criteria. Rather than bargaining on positions, attention should be given to finding standards that can be used to determine the quality of a certain outcome.

Secondly, in the case equipment outlined in the plan are unavailable or received resources do not function, the protocol will be to reach out to local suppliers. That said, when the functional managers are contacting suppliers to order the equipment, they are required to research and verify the legitimacy of a back-up contact for every material and tool being requested. The prepared list of materials and tools, mentioned in the Work Breakdown Structure, is required to include a back-up contact for every material and tool being requested.

All staff of every functional manager’s team is required to have worker’s liability insurance to protect them in the case of accidents and injuries. Proof of insurance must be shown and approved by the Ms. Friedman before the point of hiring all staff. Also, as part of preparing the construction as well as land management research and restoration staff, the functional managers must explain procedures to keep their teams safe. Then, the functional managers must require their team members to pass a safe practices understanding test before using the materials and tools ordered for the project.

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EVALUATION METHODS

Ms. Friedman will conduct weekly evaluations with each functional manager. Frequent, brief evaluations are better in establishing control.

In general, team meetings encourage collaboration, a sense of belonging and identity, help coordinate interdependent work, and from the employee’s perspective, are a good opportunity to break up the routine of the day. As long as they are executed efficiently, regular meetings solve problems, make decisions, and develop plans of action. Frequent correspondence allows for multiple intelligences to be combined which harnesses strengths of the entire team. It enables team members to provide the Ms Friedman with feedbacks which allows adjustments by both parties to be made at various stages. When a Ms. Friedman frequently devotes time to team members, it shows them that their boss cares deeply about the project’s progress and their potential. Frequent, brief evaluations also encourage proper conflict management techniques to be implemented because issues are concisely acknowledged soon after they arise and also are not dwelled upon. It gives the opportunity for team members to ask questions about how to execute tasks which leads to more quality deliverables. It also holds team members accountable to keep up with their schedules in terms of updating audit databases. Crucially, frequent,

brief evaluations allow for more accomplishments to be recognized. The comprehensive acknowledgement of minor successes enables more positive reinforcement to happen which motivates team members to do well. Lastly, corresponding in person guarantees team members are receiving information that would otherwise be communicated in writing. The clear exchange of dialogue that happens at frequent, brief meetings may be worth convening often. Having frequent, brief evaluations leads to key takeaways being absorbed by team members on a regular basis. It is more effective because team members can focus on implementing a small amount of feedback at a time as opposed to feeling overwhelmed trying to fix a lot at once.

Ms. Friedman will also provide weekly updates to the Project Sponsor to indicate the specific step of the Work Breakdown Structure currently being implemented.

TERMINATION PROVISIONS

Ms. Friedman is responsible for creating a water fall list of tasks that would come to an end as the project was being completed. The purpose is for it to indicate who on the project would no longer be needed before the project was finished since the tasks are finished and workers on the tasks are no longer needed. Ms. Friedman is required to be up front with the workers who would be out of work which includes telling them when in the future they will no longer be needed. From there, it is expected Ms. Friedman uses her contacts, including the functional managers, to find new work for them to reduce their anxiety of project/task completion.

Additionally, as indicated in the detailed schedule, instructions on how to fulfill the rest of the restoration plan must be communicated to the project sponsor to assure achievement of the project’s overall purpose. The project sponsor must declare the project’s official termination.

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PROCEDURE FOR SCHEDULE AND COST MONITORING

Ms. Friedman will evaluate progress throughout the project using Earned Value measurement techniques. It is Ms. Friedman’s responsibility to lead operations to a standard resulting in the Planned Value (the predicted total cost at the project’s completion) equating to the Actual Cost (the total amount spent at the project’s completion) unless approval of a change request has been granted by the project sponsor.

In order to do so, she is required to measure whether the project is behind or ahead of schedule as well as whether the project is above or below budget by comparing the Scheduled Value (the planned value at a given time) to the Actual Cost and Actual Time in her calculations at each milestone of the project. She is required to calculate Schedule Variance, Cost Variance and Time Variance at each milestone. Then, as she respectively calculates the Schedule Performance Index and Cost Performance Index, her answers will reveal exactly how far away each milestone is from appropriately being achieved according to the Detailed Schedule and Detailed Budget of the project plan. The Critical Ratio will allow her to holistically evaluate the project’s conduction, taking both progress in schedule and budget into account. From there, she will determine the Percent Spent (amount already spent out of the total budget), the Estimate to Complete (the amount of costs left to go), and the Percent Complete (amount already completed out of the total amount of time available) at each milestone of the project. She will also determine the Forecasted Cost at Completion (the projected amount the project will cost at the end) at each milestone of the project. Ms. Friedman is required to report to the project sponsor at the time each project milestone is scheduled to be completed to show him her calculations and discuss any adjustments she is planning to make. During her consultations with the project sponsor, as well as over the course of her own calculations, she should use the following tracking tools in the project plan that are necessary to monitor the project’s success:

Quality Standard

Tracking Tool

All key milestones are achieved

• Milestone Schedule

All key project tasks are completed by the established finish date

• Detailed Schedule

Project is completed within budget at the end of the project

• Summary Budget

Project is completed within budget throughout the project

• Detailed Budget

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PROJECT APPROVAL

Success for the 93 Indian Paintbrush Lane project will be achieved when the outlined infrastructure is completely built according to the blueprint. Additionally, the outcome must include a plan of restoration action needed to regenerate the plot of land to be used as a thriving garden area as well as manage the forest area’s overgrowth and guide its future succession.

Project Sponsor, Mr. Leroy Jenkins, will authorize completion of the project. Approved by the Project Sponsor:

__________________________________________ Mr. Leroy Jenkins

Approved by the Project Manager:

__________________________________________ Ms. Mary Friedman

Date: ___________________

Approved by the Functional Manager of Custom Craft Contracting LLC:

__________________________________________ Date: ___________________ Mr. Jon Pedal

Approved by the Functional Manager of Gehrlicher Solar AG:

__________________________________________ Date: ___________________ Ms. Ellery Gate

Approved by the Functional Manager of Clear Water Environmental Consultants:

__________________________________________ Date: ___________________ Mr. Steffan Holmes

!1893 INDIAN PAINTBRUSH LANE