Contact Information University of Colorado: Leeds School of Business Lee Allaire University of Colorado at Boulder 720-937-2781 lee.allaire@gmail.com Makenzie Bryk University of Colorado at Boulder 303-875-7910 makenzie.bryk@colorado.edu Eric Bartram University of Colorado at Boulder 303-241-8897 eric.bartram@colorado.edu Daniel Grant University of Colorado at Boulder 720-404-7551 daniel.grant@colorado.edu Pepsi Beverages Company (PBC) Dan Frauenfelder Pepsi Beverages Company Process Compliance Manager 720-641-5346 (Cell) 303-299-4315 (Work) Douglas Waechter Pepsi Beverages Company Production Supervisor 303-304-0415 waechter.douglas@gmail.com Mentor Contact Information Jim Marlatt University of Colorado at Boulder Course Instructor 720-933-5541 (Cell) Bob Harland Hitachi Consulting 720-258-0306 (Work) 303-717-6351 (Cell)
Phone call Protocol Should you miss a call from an Industry Expert, be sure to return the call (or send a response email) to the initiating team member promptly. Attempt to respond within 3 business days. Text messages should not be used. Work Break down Schedule
Risk Management Plan Risk Management Area Risk Likely Hood Impact How to Minimize Current Status Action Items Resp. Person Scope Change of scope, objectives or deliverables M H Monitor the scope and objectives throughout the project through interactions with Champion The team is continuously verifying scope with our mentor Doug Waechter to ensure expectations are met and scope is controlled Verify or modify Scope of Action Plans by negotiating with Pepsi upon completion of Strategy Plan PM, Student Team Attempts to limit scope by the team may not be seen as necessary L H Verify the extent of work involved in the original scope of project and form solid defense for any attempt to limit scope Discussions with champion and mentor have revealed the potential willingness for a limit in scope, if necessary Determine if current scope is acceptable as soon as possible and proceed with change order if necessary Project Manager, Student Team Lack of communication causing problems between project team, Hitachi mentor or Pepsi M H Provide each stakeholder a contact list and ensure the stakeholders acknowledge their role in the project Team has designated a communications liaison; undergone several meetings with Pepsi, and established an effective relationship with Doug Waechter at Pepsi Create Status Report Template and Provide all stakeholders access to our Project Website Student Team, PM, Mentor
Area Risk Likely Hood Impact How to Minimize Current Status Action Items Resp. Person Resources Project Champion is unable to be reached to extended period of time L H Ask Project Champion for his vacation schedule and verify any potential schedule conflicts to minimize down time effects. Have not determined vacation schedule with champion or Hitachi mentor. Determine work and vacation schedules of champion and mentor. Find additional contacts in the event champion or mentor is unavailable. Student Team, Mentor The estimates from the contractors do not allow for the action plan to payback soon enough H H Ensure the estimate is accurate with comparables and reexamine the method of approach to action Try to target actions which are low cost or very likely to provide high savings return Prioritize action items based on estimated payback in order to effectively use time and resources PM, Student Team Electrical meters are limiting student team's ability to measure savings achieved by action plans H H Research equipment and base consumption on wattage and time used Researching having installed Base calculations on product specifications not actual meter readings, have all numbers cleared by Dan F. Student Team and PM Pepsi contacts are not available for extended period of time L H Give all stakeholders access to shared calendar where they may add times they are unavailable Verifying champion and mentor black-out dates and the project team's availability are added to calendar, verify Continually update Google Calendar to modify any changes to when stakeholders are available Student Team, PM, Pepsi Stakeholders
this has been done in weekly meetings Risk Likely Hood Impact How to Minimize Current Status Action Items Resp. Person Contractors or consultants are slow to respond M H Retrieve multiple contacts within the organization, Emphasize that all responses will be needed within three business days Create estimate request checklist to verify we provide and receive accurate information in a timely manner Initiate contact with multiple contractors to ensure we can get the information we need Student Team, PM, Mentor Consulting stakeholders expect to be paid for information H M Clarify that all information will be used for consultation purposes and will not be sales based at initial contact to discourage the expectation of being paid When the team contacts a company, we will verify that they understand we cannot pay them for their estimates and that a request for an estimate is no guarantee of contract Need to make contact and obtain quotes from willing contractors Student Team Meters are too expensive to obtain or take too long to install M H Explore all potential options on the purchase, lease and installation of all types of meters Currently verifying what equipment is serviced by which meters in order to develop metering plan. Install meters in areas where recommendations are being implemented in order to track benefit of the action Student Team, PM
Risk Likely Hood Impact How to Minimize Current Status Action Items Resp. Person Information received from contractors and suppliers is not accurate M H Critically analyze the information in the estimate and compare with other quotes Still need to receive quotes from supplier or contractors Search for competitors and get multiple bids to compare Student Team, PM, Mentor Schedule Activities on the schedule take longer than expected M M Weekly status meetings will be used to update the team on progress of activities, if a critical item may potentially go over the deadline, task to ensure schedule completion Have all scheduled items completed within allotted time to allow for consultation and final editing Stay on top of each task, format and add to final deliverable binder as it is finished Student Team and PM Information is not received in time for activity to be completed M H Determine the likely availability of information with the champion and potentially limit scope or pursue another opportunity Each project will be chosen carefully considering availability of information. Dan is aware that due to time constraints, competing bids may not be obtained for capital projects Continue analyzing feasibility of opportunities and try to select actions which have enough available information PM, Student Team, Mentor allocate
Proposal 4 Action Plan Economic Plan Awareness Plan Justifications Total Electrical Savings Proposal 5 (if applicable) Action Plan Economic Plan Awareness Plan Justifications Total Electrical Savings Appendix Supporting Documents Meeting Minutes Status Updates Risk Management Updates Lessons Learned Research Final Presentation Cover Page Table of Contents Presentation Audience Presentation Purpose Presentation Work done to Prepare Lessons learned from Presentatio
Stakeholder Analysis Stakeholder Analysis Name Organization Role Expectations Ways to Manage Expectations Facilities Management Dan Frauenfelder Manager of Facilities Management at PBC Denver PBC Denver Project Sponsor H H Expects feasible solutions with a maximum 3-year payback period. The team's solutions need to demonstrate at least a 5% reduction in electrical consumption. Expects to be updated with the Project Team's work on a basis. Hard and soft copies of project Deliverables will be delivered to Dan. Every few weeks the Project Team will contact Dan and schedule an at-plant "calibration meeting" to review prior work and review future tasks. For quality assurance on solution feasibility and analysis, will consult with Industry experts. Deliverables will be given in both hard and soft formats. Doug Waechter Production Supervisor PBC Denver Project Manager H H Expects to be updated weekly with Project Team progress. The Project Team will be required to contact Doug via face-to-face or phone at least once per week to update him on the team status and progress. benefit
Name Organization Role Expectations Ways to Manage Expectations Matt McLaughlin Plant Manager Matt will be the person who decides if the project will move forward. M H Expects production to be unaffected by Project Team's solutions. He will not accept solutions with a ROI of more than 2-3 yrs. Project Team will verify that each proposed solution does not affect facility production. Project Team will also verify that solutions have a yr ROI. Sean Crowell Facility Supervisor Supervise contract projects in line with our solutions H H Supervises facility operations (anything that isn't directly production or warehouse). This includes outdoor lighting, maintaining the building, etc. Since he will be sustaining the project, he expects to be kept up to date on the proposed solutions. He also expects to be notified which contractors we will possibly be dealing with. Once we have established our 5 proposed solutions, we will schedule bi-weekly "calibration meetings" with Sean to keep him informed of the status of each solution.
Operations Management Name Organization Role Expectations Ways to Manage Expectations Mark Allen Quality Control Manager Largely M M Expects production to be unaffected by Project Team's solutions. Project Team will verify that each proposed solution does not affect quality. Bob Dunst Production Manager Possible oversight of applicable solutions. H M Expects production to be unaffected by Project Team's solutions. Project Team will verify that each proposed solution does not affect facility production. Jim Sheridan Maintenance Manager Possible oversight of applicable solutions. H M Expects that proposed solutions will not adversely affect maintenance duties. Project Team will verify that applicable solutions will be feasible for the maintenance staff to oversee. Katie Ojennes Warehouse Manager Possible oversight of applicable solutions. H M Expects production to be unaffected by Project Team's solutions. Expects overall warehouse functions to not be adversely affected by Team's solutions. Project Team will verify that each proposed solution does not affect facility production or hinder overall warehouse functions, unless approved. Other Additional Affected Managers N/A M M Expects production to be unaffected by Project Team's solutions. Project Team will verify that each proposed solution does not affect facility production.
Additional Stakeholders Name Organization Role Interest Influence Expectations Ways to Manage Expectations PBC Executives Strategic Business Operation Largely unaffected. H L Largely disconnected from the project, PBC Executives expect a feasible cost-effective electrical reduction plan. Project Team will perform its assigned duties and create the electrical reduction plan and deliverable. PBC Denver Factory Employees Daily Operations/ Manufacturing Possible oversight of applicable solutions. M L May be affected by proposed solutions. May also be utilized within solutions. However, the employees expect to not be disrupted during their normal course of work. Even if the employees need to be trained to change their daily tasks to accommodate potential cost-saving solutions, the changes must not hinder their overall ability to perform work. PBC Denver Suppliers Supplier of Raw Materials N/A M L Suppliers expect the plant to be maintained and safely lighted. All lot and loading lights will remain unaffected by possible solutions that reduce lighting in the facility. PBC Denver Customers Retailers who Purchase Finished Goods for Resale N/A M L Retailers expect that solutions will not interrupt service. Project Team will verify that each proposed solution does not interrupt service.
Name Organization Role Interest Influence Expectations Ways to Manage Expectations PBC Denver Consumers Consumer of Finished Goods N/A M L Consumers may identify with PBC Denver's push towards being more "Green". This may become a source of competitive advantage. Management of an effective PR campaign. PBC Stockholders Interested in Company Performance N/A M L Stockholders expect Project Team solutions to decrease overhead costs. Project Team will do cost-benefit analysis on each solution to verify overhead cost savings. Other PBC Facilities N/A N/A M L If feasible solutions are implemented, these facilities may consider utilizing similar cost-savings projects. N/A Hitachi Consultant Bob Harland Hitachi Consultant Project Team Mentor M L Bob expects to be contacted periodically for updates on the Project Team's progress. Soft copies of Deliverables will be sent to Bob. Project Team will contact Bob with status updates. Deliverables will be sent on due dates via email.