MACCHINA  PECK  

MGT   5 25   -­‐   P RO J ECT  MANAGEMENT  CHR I S T INE   P E T ER SON  &  DR .   EMANUELA  G I R E I  

2 9 . 2 . 1 6  R ebe c c a   C adena  R y an   C r owe l l  

S a nd r a   Gue r r e r o  K a r r i e   K o l e s a r  

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TABLE  OF  CONTENT  

PROJECT  CHARTER   3  

PROJECT  PROCESS  AND  METHODOLOGY   5  

SKILLS  AND  RESPONSIBILITIES  OF  PM   5  

PROJECT  INITIATION   6  

CHART  1  –  SCOPE  STATEMENT   6  

TABLE  1  -­‐  PROJECT  MANAGEMENT  TEAMS  ROLES:   7  

TABLE  2    -­‐  PROJECT  MANAGEMENT  TEAM  CONFLICT  ROLES:   7  

STAKEHOLDER  ANALYSIS   7  

CHART  2  –  RASIC  MATRIX   10  

CHART  3  –  STAKEHOLDER  ASSESSMENT   11  

PLANNING   11  

DIAGRAM  1  –  ADAPTIVE  PROJECT  LIFE  CYCLE   12  

PRE-­‐MORTEM   13  

CHART  4  -­‐  COMMUNICATION  MATRIX   14  

TABLE  3  -­‐  STAFF  ORIENTATION  PROJECT  WORK  BREAKDOWN  STRUCTURE  (WBS)   15  

CHART  5  –  WORK  BREAKDOWN   16  

DIAGRAM  2  –  NETWORK  DIAGRAM   16  

CHART  6  –  GANTT  CHART   17  

TABLE  4  –  BUDGET  BREAKDOWN   17  

CHART  7  –  ROI   18  

TABLE  5  –  RISK  ASSESSMENT   18  

CHART  8  &  9  -­‐  GANTT  CHART  COMPARISON  WITH  GOLDRATT  PRINCIPLE’S   19  

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Project  Charter   Project Name Macchina Peck Start Date December 2016 End Date May 2017 Scope Statement (including out of scope)

In order to expand revenue streams, Peck Restaurant will create a gastro food truck, providing the Peck experience on the go at variable locations and events in Milan. Opening by the end of May 2017, it will cost no more than $500,000. Out of Scope:

• Completing extraneous errands or jobs for the Peck restaurant that do not directly relate to the food truck project, including but not limited to:

o Helping with restaurant inventory delivery o General restaurant maintenance o Website up-keep o Restaurant POS system malfunction o Covering shifts for staff o Updating inspection/health codes for restaurant itself

• Once soft roll out is completed, the project team is not responsible for: o Renewal reminders for any permits or inspection certifications o Website editing o Truck/appliance maintenance

Sponsor Core Team Members • Peck Restaurant • Sandra Project Manager • Karrie • Ryan • Rebecca Support • Peck’s Chef, Other food truck owners Goals and Objectives Scope • A. Create a new revenue stream • B. Increase market share • C. Increase brand awareness • D. First mover advantage (Gastro food

trucks)

• Please reference Chart 1 below

Criticality (A, B, C) Complexity (I, II, III, IV) • B (as for the company) • III Timing (+/- 20%) Budget (+/- 20%) 6 months including soft roll out

Please reference Table 2 below

485,396€ for a high end truck

Please reference Table 4 below

Deliverable Completion Criteria Deliverable A: Food truck design Architectural renderings, structural design, design sign off

with approval of project team and Chef, sponsor sign off Deliverable B: Menu Adapting restaurant menu, Narrow down menu to 8 signature

Profitability 60% Margin per meal, 40% profit with an estimated ROI in a year and a half. Please reference Chart 7.

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items, sponsor sign off Deliverable C: Staffing List and description of team players, have candidates for these

positions, creating schedule to have rotational staff Deliverable D: List of Locations Completed by the end of the soft roll out, dependent on the

most popular locations, cross reference location points with supporters

Deliverable E: Inventory Chef would sign off on inventory list Deliverable F: POS Results of test Deliverable G: Soft Roll Out Survey results and location analysis based on sales/staff

comments Deliverable H: Final Final report Assumptions / Constraints

1. Chefs would want to work at the food truck 2. People would want Gastro food off a food truck 3. Price competitively 4. Permits approval 5. Owner and chef will be easy to access

Risks • A Changing the image of restaurant • B Not quick enough ROI • C Driving truck to location • D Workers losing interest in the project • Please reference Table 5 for a full risk assessment Signed by

• Sponsor: Date: • Project Manager: Date:  

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Project  Process  and  Methodology  

A numeric selection method, such as payback period as an economic assessment method, to see if the amount of time needed to break even for the project is justifiable is useful for Macchina Peck. Since our endeavor is a platform project, the project may be too risky to accept if the payback period is too long. To decide if this project compares to another option, such as opening another restaurant, we can use the benefits measurement model to see if the value outweighs the risks created from the endeavor. To our benefit, this project is linked to create a new revenue stream, increase brand awareness and give us first mover advantage. Regarding methodology, we want to follow an adaptive project life cycle where we have a schedule that provides milestones and decision points; our first milestone would be permit acquisition. We also have ample buffer, especially towards the end, allowing for unexpected incidents to not delay the completion of the project. Our extremely detailed budget provides accurate estimates of monetary expectations, giving way to clarity. With clear documentation of our processes we will ensure that this process can be repeated at another time. With all these aspects we make our process predictable, controlled and measurable.

Ski l ls  and  Responsibi l i t ies  of  PM  

The ideal Project Manager for Macchina Peck’s project would be detail oriented. This skill would be used throughout all phases of this new venture, from initiation to the final deliverable, in order to have all paperwork and permits processed properly. He or she would have to facilitate communication between support groups and team members, in order to have a well-communicated objective from the start. When dealing with health codes and state laws, one wrong decision could end the entire project. For instance, being proactive in developing conversation and initiating dialogue between owners and chefs is critical for the project manager, making sure each group’s needs are met and no groups repeat the same tasks. This good communication helps ensure that the ideas of both parties are being understood and carried out to completion. The kick off meeting between all the involved groups will be another important step for the project manager to ensure a successful starting point for the project. This meeting for Macchina Peck should offer an outline of the agenda in advance, so that all participants are aware of a schedule ahead of time and can plan accordingly. The agenda would include the estimated schedule breakdown with the objective of having the entire team review, comment and agree on the timeline to assess practicality of goals and milestones. Having this open discussion will also help clarify role expectations of team members, in case someone’s previous experience or knowledge may prove more helpful than anticipated. Besides good communication skills, the Project Manager would benefit in being an organizer and facilitator to keep track of progress for the team. Another important skill of a Project Manager would include risk management. There will always be some chance of unforeseen risk, but at least this skill enables the project manager to minimize the negative effects.

 

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Project   Init iat ion   A unified vision between owners, workers and the project management team is critical for this project. The project team has reviewed the mission statement and objectives of Peck restaurant to be sure Macchina Peck is formed with those goals in mind: “For over a hundred years Peck has been well established in the field of high gastronomy, distinguishing itself for its unique proposals and for the attention constantly focused on the customers. Respecting the tradition, but reinterpreting it in a modern way, we make sure that our services become a true daily pleasure for you.” With chefs and the owner signing off on most steps from truck design to menu to locations, all groups will work together to reach the final step: a fully operable food truck with a planned, legal route for summer.

Chart  1  –  Scope  Statement  

 

© VIRAK sarl 2013

Product description: A gastro food truck with a modern kitchen design that includes a skylight, top brand appliances, and a full Peck inspired exterior.

Product acceptance criteria: Approved appliances by Chef, 20 possible locations, acceptance criteria within these 20 locations based on sales that cover costs (break even point) as a minimum, an order from start to finish should not take more than 7 minutes, amount of meals sold, revenue per day, number of Facebook likes, re-Tweets, and website visit

Project deliverables: food truck design, food truck, inventory, staffing, menu completion, schedule of operating hours, iPad survey for feedback during soft roll out, list of locations, permits and health inspection certificate

Project exclusions: maintaining permits, continuation of Macchina Peck, maintenance after completion of soft roll out period, training staff

Project constraints: Seasonality- the soft roll out will be in the pre-summer phase which may mislead the team into choosing a location that does not see as much foot traffic come June. Unforeseeable Costs- if the chef’s desired appliances are more than the allotted amount or truck delivery costs more Food quality- changing Peck’s food to “on-the-go” does not go as simply as planned, causing for delay in time

Project assumptions: Chefs would want to work at the food truck, people would want Gastro food off a food truck, price competitively, permits approval

Scope Statement Worksheet:

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Table  1  -­‐  Project  Management  Teams  Roles:  Roles Ryan Karrie Rebecca Sandra Organizer √ √ √ √ President X Doer √ Creative X √ Enlightener √ Evaluator Finalizer X √ Co-Worker X X

Table  2    -­‐  Project  Management  Team  Confl ict  Roles:  Roles Ryan Karrie Rebecca Sandra Accommodate √√ Collaboration √ √ √ Compromise √ √ √ √ Avoiding Competition √

Stakeholder  Analysis   1. Project Management Team

• Wants o a successful project o good client relationship

• Needs o To deliver food truck in proposed time and budget

• Expectations o Work efficiently and with proper communication to accomplish task

2. Peck Owner • Wants

o An easy, simple process from start to finish o A low-cost, quick new project

• Needs o A food truck that will properly represent the restaurant in an expanding market

• Expectations o a successful new addition to the revenue stream o a project management team to ease the process

3. Pixi Bar Owner • Wants

o To help Macchina Peck team with as little involvement as possible • Needs

o Collaboration for future • Expectations

o Only communicated with efficiently o Not to use information against him(as competitor)

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4. Chef • Wants

o Control over the new menu o A chance to show creativity o First choice in scheduling

• Needs o To have their opinions on menu heard o To have proper consideration for scheduling o Considered for truck design

• Expectations o Have all their opinions considered respectfully and seriously o Be paid attention to

5. Servers • Wants

o Not lose out on income o Choice of scheduling

• Needs o Not to be over or under worked

• Expectations o The work experience in the truck should be at least comparable to the atmosphere and pay

of the restaurant 6. Peck customers

• Wants o The traditional Peck experience quick, on the go, and hassle-free

• Needs o Convenience, quality food

• Expectations o A new Peck extension at a lower cost than restaurant

7. Prestige Truck Design • Wants

o Clear design and explanations of the truck requirements o Their opinions on the design heard

• Needs o Well-communicated plan from the team with a reasonable budget and time constraint

• Expectations o The project management team to come prepared with all the Peck departments

requirements that need to be considered—not to be constantly contacted with new constraints

o One clear, assigned contact person 8. Permit Office

• Wants o All paperwork handed in properly

• Needs o To have all paperwork filled in completely and honestly

• Expectations o That those filling out the papers can do so independently

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9. Health Department • Wants

o All paperwork handed in properly • Needs

o To have all paperwork filled in completely and honestly • Expectations

o Those filling out the papers can do so independently

10. Peck Shift Manager • Wants

o To be considered promotion/new position o To be involved in new project

• Needs o Not to be forgotten during this exciting new endeavor

• Expectations o To be given new opportunities o To have their ideas considered

11. Web Developer • Wants

o To understand new changes to be made to website • Needs

o Clear description of their role and what will need to be updated o Projected timeline up front

• Expectations o Not to be constantly contacted with new tasks/improvements o Only be contacted by one person when project is ready for this phase

12. Public Relations Department

• Wants o To have the chance to participate or collaborate

• Needs o Consulted on aesthetics with menu, truck, and website

• Expectations o Have the opportunity to share ideas on how to market truck (design)

13. Accounting Department

• Wants o To clearly understand what funds need to be dispersed and when

• Needs o To have a clear contact to receive final information from o Involved in inventory and product tracking

• Expectations o Only be contacted when steps are final and budget is confirmed

14. Food/utensil supplier

• Wants o To sell more food o Reasonable new expectations

• Needs o To have a clear understanding of expectations for the new demand

• Expectations o To be used for the new need of food/supplies

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15. Human resource department • Wants

o Be a part of the new staff hiring/training/rotation • Needs

o Updated with any new expectations for truck staff to add to hiring guidelines o Understand how to incorporate new processes into company policy through clear

communication • Expectations

o Have a weighted input on the new staff 16. Peck general manager

• Wants o Consideration for advancement/pay raise

• Needs o To have a clear framework developed to incorporate the new element into their current

responsibilities o To be involved in the development of that framework

• Expectations o To be properly compensated for any additional time or efforts needed

17. Peck regional manager • Wants

o To only be consulted when needed • Needs

o To have clear framework developed to incorporate the new element into their current responsibilities (if any)

o To see the profitable aspects of the addition • Expectations

o Easy transition to managing the new revenue stream o Proper compensation (cuts) of sales

Chart  2  –  RASIC  Matrix  

 

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Chart  3  –  Stakeholder  Assessment  

Planning   We would use the adaptive life cycle to have a strong focus on the client’s input as the project progresses. Acknowledging that Peck is entering unfamiliar territory with the food truck addition, the project management team recognizes the client may present new issues or needs for each step as the project begins. Because the needs of the stakeholders are critical to the creation of Macchina Peck, allowing constant communication ensures that most surprises and changes can be managed in an appropriate response time. Each task would be set up to last a maximum of four weeks in order to keep the development of Macchina Peck moving at a fast pace to be fully functional for the summer season.

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Diagram  1  –  Adaptive  Project  L ife  Cycle  

 

Deilverable  

Requirements  for  permit  

Gather  paperwork  

Apply  for  permit  

Secure  permit  

Deliverable  

Consult  menu  op=ons  

Discuss  with  Chef  

Narrow  down  choices  

Menu  design  draB  

Final  menu  design  

Deliverable  

Plan  preliminary  truck  design  

Match  with  working  menu  

design  

Architectural  renderings  

Structural  design  

Approval  and  sign  off  

How  to  integrate  POS  

Put  in  order  of  POS  

Install  POS  

Test  POS  

Evaluate  Test  

Deilverable  

Deliverable  

Plan  to  hire  and  train  staff  

Define  new  posi=ons  

Create  schedules  

Train  addi=onal  staff  

Evaluate  staff  service  

Plan  to  receive  food  truck  

Inspect  design    

Test  appliances    

Evaluate  test  results  

Plan  the  soB  roll  out  

Staff  and  inventory  check  

Design  schedule  

Run  through  the  menu  

Profit  and  ques=onner  evalua=on  

Deilverable  

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Pre-­‐Mortem  

A. Permit does not go through → Understanding all the requirements of the permit before paperwork is sent in → Inquire office about any limits on truck quantity → Remain informed about limits

B. Permit goes through:

Prestige Food Truck cannot produce the truck → Have back-up truck designer research done → Thoroughly communicate plan with Prestige to ensure that they know all expectations

New Regulations for food trucks passed (hours of operation/location time constraints) → Stay informed on policies that are in the works that may affect the food truck operations that way

there is ample time to adjust

Chef quits the day before/no general Peck staff interest → Have more than one chef trained → Keep Peck staff motivated about the project by allowing room for their input, explaining the benefits

of working the truck, and providing possible job promotions

Food truck has fire → Showing all workers how to properly use the fire extinguisher → Helping staff fully understand fire safety/avoidance and how to handle these situation during training

Food truck crashes or gets crashed into → Practicing defensive driving → Marking the area clearly when parked → Map out routes to location changes, ensuring easiest transport

Appliance Malfunction → Sharing quick troubleshooting tactics with staff → Having an established relationship with a technician to call or come in

E. coli outbreak in our meat causes soft roll out to fail → Having full knowledge of food supplier and manufacturer chain → Having research on alternate suppliers in the area → Having a menu that is not dependent on one meat

Owner decides against food truck idea altogether → Keep owner involved in process to maintain motivation → Provide updates to show progress and future projections for success

Soft roll out shows little to no interest from customers → Making sure proper marketing sparks customer awareness → Training staff to know that they may have to do more than stand in the truck to get customers excited

at first

Locations too crowded/not enough parking space → Communicate with Pixi Bar owner to fully understand what to expect at locations → Have a team or staff member scope out each location before parking that day

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Chart  4  -­‐  Communication  Matrix  

Choosing the adaptive life cycle approach encourages strong communication between the management team and the rest of the groups involved in the project to ensure the success of Macchina Peck.

Audience Message Communication Type Frequency Messenger / Medium Primary ResponsibilityManagement Project status Report As needed (at least bi-

monthly)Face-to-face and e-mail Project Manager

Changes to people, processes, and technology

Verbal and written

Benefits of project Impact of Macchina Peck on Peck Restaurant image/brandRoles and responsibilities(Executive Sponsor) How Macchina Peck's benefits can be leveraged to the rest of The Company

Project Team Project status Weekly update report (including summary) and meeting

Weekly - meeting to be held on Mondays

Written report (e-mail) and face-to-face

Project Manager

Changes to people, processes, and technologyProject team needsMajor project barriers and recommended solutions

Future Management Teams

Project activities and key decisions

Wrap Up Meeting and written report

Once, at completion Face-to-face and written update report, physical copy and via email

Project Management Team

Resolution of issues that could not be handled by project teamMajor MilestonesRoles and responsibilitiesCapabilities of new system

Other people concerned

How the department is changing (people, process, technology)

Presentation and live-discussion / facilitation

Four times (once at high-level early in the project life and once before soft-roll out, once before Macchina Peck opening, and finally at the completion of opening and handing Macchina Peck over to Restaurnt Management)

Live session Project Management, Sponsor

Benefits of project Impact of the project on the organizationProject objectives, scope, timings

Project status Bi-monthly Project Management Team

Communication Matrix - Macchina Peck

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Table  3  -­‐  Staff  Orientation  Project  Work  Breakdown  Structure  (WBS)  

 

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Chart  5  –  Work  Breakdown    

Diagram  2  –  Network  Diagram  

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Chart  6  –  Gantt  Chart    

Table  4  –  Budget  Breakdown  

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Chart  7  –  ROI  

Table  5  –  Risk  Assessment  

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Chart  8  &  9  -­‐  Gantt  Chart  Comparison  with  Goldratt  Principle’s