Background: The Custom woodworking Company has been in the custom furniture business since the early 1950s.

Since their inception they have grown their business and reputation steadily. This growth has demonstrated a need for the company to expand its existing factory floor space. Therefore, the companies stakeholders have agreed to expand the existing property by adding additional production capacity equivalent to 25% of the existing floor space (Wideman). Moreover, the floor space would contain air-conditioning, a dust-free paint and finishing shop, an automatic wood working production train, as well renovated offices for the President and Executive Vice President (Wideman). The total renovation costs have been outlined not to exceed $17 million with a completion date of eighteen months from today. Current Project Problems: 1. No planning phase completed for the project. 2. Inexperienced mechanical engineer acting as project lead. 3. No design phase completed for the project. 4. Project lacked organization ex. manufacturing drawings sat in junior clerks desk for two weeks. 5. Catalogue descriptions and specifications were never received resulting in design flaws. 6. Internal/External communication breakdowns 7. No coordination for implementation efforts 8. Task estimations not defined 9. Budget overruns 10. Project timeline exceeded two years Proposed Solution: In order to successfully complete the project a five phased approach based on the PMBOK will be taken. Phase 1 Initiation 1. Define the project SOW. 2. Requirements gathering. 3. What are the project goals, budget, timelines, resources, etc? (Reynolds, 2010) Phase 2 Planning/Designing 1. Define the project team. Identify all key roles and responsibilities within the team 2. Complete a WBS of all the work that must be done to complete the project (Wysocki, 2009). 3. Design Review meetings 4. Task duration estimates. 5. Estimate project Costs

Woody 2000 Final Project

EXECUTIVE SUMMARY The Custom Woodworking Company (also known as Woodys) was started in 1954 by RonCarpenter as a small furniture manufacturing business. Over the years the Company worked up a good reputation for producing well constructed furniture with an eyesome design. Nowadays its a small-to-medium sized company with head office and a plant site allocated at Industrial Estates,Someplace, BC dealing with furniture manufacturing, custom millwork and being the hardwoodimporter. Stimulated by miniboom in commercial construction in the region, Woodys head personnel agreed to start the project named Woody 2000. The main goals of the project are to expand and modernize Woodys manufacturing business by means of building up new facilities and put the computer controlled automation into operation.The Woody 2000 project values are in successfully implementing the project, reaching theproject goals and delivering the results with a good quality, within defined time and defined budgetlimits. Business value for people and teams involved in the project all project achievements areteam efforts); hands-on management (we know our business and get things done). And businessvalue on customer drive is to build customer trust and god communication.

Extension of the production capacity equivalent to 25% of the existing floor area

Increasing the efficiency by means of semi-automatic woodworking production traininstallation

To make better working conditions by means of installation of air-conditioning and dustfreepaint

Finishing shop and completing it with additional compressor capacity (development andinstallation of software and hardware required)

Renovation of President and Executive Vice president offices 3. METHODOLOGY 3.1.1. Recommended process

In accordance with Wysocki (2009) there are five process groups which are the building blocks inevery PMLC model. Scoping or Initiating process group only answering the question What do you need to do?, butnot doing anything on the project.The following processes belongs to this process group: finding the project manager, finding anddocumenting the needs of the client, discussing with the customer how those needs are to be met,the project description is to be written in one page, receiving the approval from senior managementfor planning the project Planning process group answering to the question How will you do it?. And the processes for this group are following: definition of project work, estimation of the work duration time/resourcesrequired/total cost for the work, the sequence of activities, build up the original schedule for theproject, analyzing and adjusting it, creating a risk management plan and gaining senior managementapproval for project start up Launching or Executing process group includes the processes related to organizing the team the rules it should follow and get the project work started Monitoring and Controlling process group includes the processes which relate to th e ongoingwork Closing process group answering to the question How well did you do? and includes the processes connected to the project completion. 3.1.2. Suitable PMLC model Top-Down approach to implementing APF can be used, when the CIO is ready to listen andorganization is suffering from failed projects (Wysocki, 2009, p.443). An APF projectbegins with known business problem or opportunity it similar to ATM (Wysocki 2010,p.74), so it will be no any issues due to organization existing approach. Implementation of the APF will improve both the depth and breadth of the project approach while increasingefficiency. Process improvement will lead to increased efficiency and the reduction of overall process costs. In the addition, it will increase the integrity with customer andstakeholders with results-oriented team work approach. The implementation of APFprovides a strong foundation for effective management and team work in the current project.Project goals and solutions will be based on the APF model and on the Client driveapproach. It will track progress towards each iteration during the project life progress.The adaptive model suppose to have the significant meaningful involvement of the client todetermining the direction that the project is taking (Wysocki, 2009, p.416). Personal skillsare one of the requirements in the Adaptive Management approach as technical and specificarea skills as well (Mistry et al., 2011, p.202).

3.2. Pre-construction phase 3.2.1. Scoping process Project starts with Condition of Satisfaction (COS) which is a communication tool. The COS is aplanned conversation the client-the requestor and project manager-the provider. The deliverablefrom the COS is the Project Overview Statement (POS), see attachment A. The scoping phase iscompleted after the POS is signed by client and project manager and approved by Ron Carpenter(Wysocki, 2009, p.52), for POS see Appendix 1: POS .

3.2.2. Planning Design assessment, Project mobilization plane, Feasibility, Contractor methodology, type andselection Guidelines and recommendations for contractors 3.3. Construction phase 3.3.1. Execution Process Group 3.3.1.1. Work Flow drawing and documentations Develop the methodology for work flow process, for internal department procedure, betweendepartments and final approval, do not delay the overall schedule of project. All involved parts inproject shall have an liable schedule for approval, submission and review and re-issue forconstruction.Sub suppliers selection ,Communications model, Quality program, Risk Management Plan, HSE 3.4. Post Construction Phase Some important documentation shall be delivered by project such as: OMM -Operating andMaintenance Manuals, As-built drawings and sub suppliers documentations, COC. The procedureshall be prepared at the planning stage of the project. Some vital for project actions named belowand they shall be performed by project.

Post-Implementation audit

Post-project Appraisals

Final Report 3.5. Quality assurance Procedures follow up, Final MCCR with Punch lists, MRB Material Record Book 3.6. Risk As the APF approach applied for this project, the risk ranges will be wildly changing during thescope implementation. Taking into consideration that this approach is without knowing the finalsolution and financial risk abilities. The risk management life cycle will be applied to the projectwith four phases (Wysocki, 2009, p181): identification, assessment, mitigation, monitoring &control. Mitigation strategy is worked out below. 3.6.1. Risk management plan To secure the success of the project a good risk management plan will be necessary. There wereidentified some areas of worry for Woody 2000 project. This plan will be carried out due to thetechnique mentioned above.

3.6.2. Risk identification Possible risks to each category are presented below.

Technical risk - Complexity issues, quality and technology availability, bad communicationmodel inside the team

Project management risk - resource inexperience, not propper planning

External risk - Needs of a regulatory requirements or license, permissions, certificates.Supplier & contractor risks and/or contract issues, not functional communicational modelbetween project and supplier/or contractor as the adaptive model suppose to have thesignificant meaningful involvement of the client to determining the direction that the projectis taking (Wysocki, 2009, p.416). Market risk, weather conditions 3.6.3. Risk assessment All risks evaluated according the static risk assessment - the probability: High, Medium and Low(see Table below). During the phase of planning usually the static risk assessment is applicablewhen the dynamic risk assessment is more useable. Technical risk Assessment Complexity issues Medium Quality High Technology availability Medium Bad communication model inside the team Medium Project management risk Resource inexperience Medium Not proper planning Medium Organizational Risks Management changed during the project High cycle life External risk Needs of a regulatory requirements or High license, permissions, certificates Supplier & contractor risks and/or contract High issues Not functional communicational model High between project and supplier/or contractor and client involvement Market risk Low Weather conditions Medium
Table 1: Risk assessment