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Scope
Scope
Driving real-estate selection- 150K sqf climate controlled building - California
Design high pace complex reverse logistics operation including process design, facility requirement identification and layout design
Project plan development
Operation transfer project management
Unique Challenges
Unique Challenges
The circumstances lead to this project forced the decision to be made outside the standard planning process and as the result, there was no budget for this project.
The only feasible option was to find a way to make the project self funded through the savings.
Multiple hard milestones outside of our control.
Challenge for customer
Same circumstances imposed similar challenges for the customer, so customer's approval for relocation proposal was conditioned on zero impact on planned production schedules.
Used Microsoft Project for planning and managing the project.
Used Excel (analysis ToolPack) for the cash flow modeling.
Layout designed in using AutoCad
During the implementation, the meetings were limited to standup 15 minutes calls
Resource leveling procedures ensured the reliability of the project plan.
Approach Plan
Approach Plan
Save time in the project initiation phase: Streamline and expedite real-estate search and decision making process by creating a dynamic decision support system. The system will be used for facility selection process and will facilitate budget creation. After this step the project is initiated and an overall plan created.
Scope Development/ Supplier Selection: Create detailed design documents for operation and facility layout based on specifics of the building and within the budget (driven by the model in the previous step). Supplier selection process will be in parallel.
Control Plan: Identify risks and create & communicate control plan.
Project Launch: Stakeholders communication and approval on approach and project
Project Planning: Waterfall Methodology selected due to:
Level of complexity and lead times associated with activities.
Multiple hard deadlines that needed to be delivered with no margin of error.
Management:
Manage the Critical Path (CPM)
Update and recalculate the CPM as make progress
Update control plan
Communication: Focus on process transparency. Avoid long meetings with large audience- Keep the project and deliverables visual.
Results
Results
The operations transfer project was successfully completed.
No impact on production for the duration of the project
On-time delivery of the project as well as meeting all of the constraint milestones
5% cost saving compared to the original budget
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