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Project management capstone project. proposal
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Proposal
8/9/2009PM 600 Section C
Tina Finch
Team A:Jennifer BrowerTom Menning
Fred ParlinThomas Rampley
Table of Contents1.0 Executive Summary............................................................................5
2.0 Technical Proposal..............................................................................8
2.1 Project Purpose.........................................................................8
........................................................................................................
2.2 Project Benefits.........................................................................8
2.3 Statement of Work (SOW)..........................................................9
2.3.1 Scope...........................................................................9
2.3.2 Tasks (Level 2 WBS)......................................................9
2.3.3 Deliverables................................................................10
2.3.4 Acceptance Criteria.....................................................13
2.4 Project Plan.............................................................................14
2.4.1 Technical Description.................................................14
2.4.2 Project Schedule.........................................................15
2.4.3 Project Risk................................................................16
2.4.4 Critical Success Factors...............................................18
2.4.5 Assumptions...............................................................21
3.0 Management Proposal.......................................................................22
3.1 Corporate Organizational Structure..........................................22
3.2 Project Organizational Plan......................................................23
3.2.1 Work Breakdown Structure (Level 3 WBS)....................23
3.2.2 Project Organizational Structure..................................23
3.2.3 Project Team...............................................................23
3.3 Management Systems Overview...............................................24
3.3.1 Supplier Selection and Management............................24
3.3.2 Monitoring Quality, Cost, and Schedule........................25
3.3.3 Management of Scope and Change Orders....................26
3.4 Corporate Strengths...............................................................28
3.4.1 Technical and Manufacturing.......................................28
3.4.2 Business and Financial................................................28
3.4.3 Facilities.....................................................................29
4.0 Cost Proposal....................................................................................31
4.1 Project Costs...........................................................................31
4.1.1 Total Project Cost........................................................31
4.1.2 Breakdown of Project Costs........................................31
4.1.3 Progress Payments.....................................................35
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4.2 Customer-Provided Resources..................................................35
4.3 Terms and Conditions..............................................................36
5.0 Conclusion........................................................................................38
Appendix A: List of Figures ....................................................................39
Figure 1 Gantt Chart ..................................................................39
Figure 2 Organization Chart for Customer....................................40
Figure 3 Work Breakdown Structure ...........................................41
Figure 4 Organization Chart for Project.......................................43
Appendix B: List of Tables..........................................................................
Table 1 Acceptance Criteria.......................................................44
Table 2 Breakdown of Total Project Cost.....................................47
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1.0 Executive Summary
The team strongly recommends that the City of Loganville take the time and effort to establish an up to date emergency response plan. The City of Loganville is a growing community in dire need of an up to date emergency response plan. As a growing community, the city must be prepared to provide the utmost level of safety and peace of mind to its citizens and visitors. This Project will provide an emergency response plan for the City of Loganville.
Scope
The emergency response plan will include:
Detailed plan documentation Process improvements to the existing plan Training of local officials and volunteers Emergency response simulation test for the city
Costs
The total cost of the project is $735,000, including project costs and project premium. The project premium which covers the team costs to deliver the project is $167,500 while the project costs total $567,500. The project costs are broken down by milestone as follows:
Milestone Description Cost
Emergency Response Initiative $567,500.00
1 Director of Emergency Response $50,000.00
2 Subject Matter Expert Conference $7,500.00
3 Emergency Response Center of Operations $245,000.00
Hire Architect $10,000.00
Hire Real Estate Agent $5,000.00
Purchase Land for Operations Center $50,000.00
Build Operations Center $175,000.00
Emergency Leadership moved into Operations Center $5,000.00
4 Shelter Setup $126,500.00
Stock Shelters with Emergency Supplies
(Medical/Food/Communication) $50,000.00
Create signage for shelters (ie. Emergency Shelter) $1,500.00
Install Emergency communication (radio system) to Operations
Center $75,000.00
5 Communication Plans $28,500.00
Hire Web Site Designer $7,500.00
Setup Automated Emergency Response information line (Where to
go, What to do) $5,000.00
Conduct Townhall Meetings at New Operations Center. $10,000.00
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Radio notifications of Townhall Meetings and Emergency Response
Website/Phone Line $2,000.00
TV notifications of new Emergency Response Plan and
Website/Phone Line $4,000.00
6 Volunteers/Training $10,000.00
Draft of Volunteer Incentive Program $10,000.00
7 Emergency Notification System $100,000.00
Set up Alert Sirens throughout Community $100,000.00
8 Emergency Response Test $0.00
Note: If the City of Loganville wishes to further reduce costs, the project could be completed
for $485,000 by eliminating the construction of new Operations Center and the facilitation of
Townhall Meetings to communicate the new Emergency Response System.
Schedule
The project will run from August 9, 2009 through May 9, 2010 as shown in the chart below:
Milestones Duration in DaysSelection of Director of Emergency Response 34
Subject Matter Expert Conference 26Emergency Response Center of Operations 181
Shelter Setup 14Communication Plans 219
Volunteer Training 4Emergency Notification System 30
Emergency Response Test 3
*A complete breakdown of the schedule is provided in the Gantt Chart in Appendix A, Figure 2.
Benefits
This project will provide many benefits to the city's visitors and inhabitants.
1. The emergency response plan will improve the quality of life by providing a safe, healthy, beautiful and harmonious place to live and work.
2. The plan will help provide peace of mind to the community as it grows. The city must be safe and provide a haven to its citizens in order to promote growth.
3. This project will facilitate communication during a desperate situation. Help will be delivered to those who need it. And those who provide help in cases of emergency will be able to act with precision and confidence while proving information to the federal response team that will take over afterward.
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4. In the unfortunate event of emergency, the community will have peace of mind and have the ability to obtain food, shelter, and safety from the elements and individuals who wish to harm others. In these times of great danger in the world, it is the responsibility of the City of Loganville to offer peace of mind. and the ability to provide intelligence to federal responders. The community will be able to immediately step into action via first responders.
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2.0 Technical Proposal
2.1 Project Purpose
The need to prepare for disasters is real. Being prepared can reduce anxiety,
fear, and the losses that typically accompany disasters.
The purpose of this project is to create a comprehensive disaster recovery
plan that will leave Loganville, South Carolina much better positioned and
prepared to respond to the needs of its citizens in the event of catastrophe
than it was prior to the creation of a disaster recovery response plan.
2.2 Project Benefits
This project will provide many benefits to the city's visitors and inhabitants.
The emergency response plan will improve the quality of life by
providing a safe, healthy, beautiful and harmonious place to live and
work.
The plan will help provide peace of mind to the community as it grows.
The city must be safe and provide a haven to its citizens in order to
promote growth.
This project will facilitate communication during a desperate situation.
Help will be delivered to those who need it. And those who provide
help in cases of emergency will be able to act with precision and
confidence while proving information to the federal response team that
will take over afterward.
In the unfortunate event of emergency, the community will have peace
of mind and have the ability to obtain food, shelter, and safety from
the elements and individuals who wish to harm others. In these times
of great danger in the world, it is the responsibility of the City of
Loganville to offer peace of mind and the ability to provide intelligence
to federal responders. The community will be able to immediately step
into action via first responders.
2.3 Statement of Work (SOW)
2.3.1 Scope
The scope of this project is to develop and administer an emergency response
plan for the City of Loganville, South Carolina. This plan will ensure that local
officials and volunteers are adequately prepared and able to provide
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immediate assistance to their community in the event of a disaster until
outside agencies are able to respond.
2.3.2 Tasks (Level 2 WBS)
The Work Breakdown Schedule (WBS) lists the various tasks that will be
completed during the project. The WBS is shown below in the following chart:
WBS Code Emergency Response Initiative
1.1 Director of Emergency Response1.11 Create Job Opening - Director Of Emergency Response1.12 Collect Resumes1.13 Conduct Interviews of Qualified Candidates1.14 Hire Director of Emergency Response
1.2 Subject Matter Expert Conference1.21 Identify SME to invite to Conference1.22 Plan for Conference. Food/Hotels1.23 Conduct Conference with SMEs1.24 Collect SME Feedback.1.25 Create Emergency Response Plans
1.3 Emergency Response Center of Operations1.31 Hire Architect1.32 Hire Real Estate Agent1.33 Locate Land for Operations Center1.34 Purchase Land for Operations Center1.35 Design Operations Center1.36 Build Operations Center1.37 Emergency Leadership moved into Operations Center
1.4 Shelter Setup1.41 Select Community Buildings to double as Emergency Shelters
1.42 Stock Shelters with Emergency Supplies (Medical/Food/Communication)
1.43 Create signage for shelters (i.e. Emergency Shelter)1.44 Post Signage in front of Shelters
1.45 Install Emergency communication (radio system) to Operations Center
1.5 Communication Plans1.51 Hire Web Site Designer1.52 Create Emergency Response Website
1.53 Setup Automated Emergency Response information line (Where to go, What to do)
1.54 Conduct Town hall Meetings at New Operations Center.
1.55 Radio notifications of Town hall Meetings and Emergency Response Website/Phone Line
1.56 TV notifications of new Emergency Response Plan and Website/Phone Line
1.6 Volunteers/Training1.61 Draft of Volunteer Incentive Program1.62 Collect List of Volunteers1.63 Train Volunteers1.64 Assign Volunteers to Shelter Locations
1.7 Emergency Notification System
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1.71 Work with TV Stations to Issue Alert Notification1.72 Work with Radio Stations to Issue Alert Notification1.73 Set up Alert Sirens throughout Community
1.8 Emergency Response Test1.81 Select 100 Community Members (From Volunteers)1.82 Trial Alert issued1.83 Measurement of Emergency Response Plan Effectiveness
2.3.3 Deliverables
2.3.3.1 Hazard Identification, Risk Level, and Risk
Response Plan
This deliverable involves identifying all potential hazards along
with an assessment that rates the likelihood and the impact of
each one.
For hazards identified as being high risk, the scope of work
calls for the creation of a full documented risk mitigation plan
detailing methods meant to lower the impact or reduce the risk
of each hazard.
For hazards identified as being medium risk, a risk mitigation
plan will be created for each hazard, but to a lesser degree of
detail than that of the high risk hazards.
For hazards identified as being low risk, the scope of work calls
for a simple statement explaining the best way to mitigate the
risk of each hazard.
2.3.3.2 Warning System and Signals
This deliverable involves detailing how the plan intends to
provide for the initial warning of both the community, as well
as, local public officials of the existence of a hazard. The scope
of work calls for a tiered system causing the higher risk hazards
have higher priority in the communication plan.
2.3.3.3 Emergency Plan Documentation
This deliverable requires that the plan provide local officials
with easily understood documentation to aid them in
implementing the emergency response plans. These documents
(checklists) are to be accessible to local officials online for
review. The scope calls specifically for the following:
updated area maps
escape routes (a plan to manage highway traffic)
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communications plans, shutting off utilities, handling
those with special needs (such as the elderly)
handling animals (pets)
basic safety skills
2.3.3.4 Disaster/Hazard Supply
This deliverable calls for the creation of a method for educating
the general public and local officials concerning how to prepare
themselves for hazards and providing for their own basic needs
for a period of several days. Basic needs are defined as water,
food, first aid, clothing and blankets. The scope calls for the
development of lists of emergency supplies people should have
in their workplaces, homes, schools, and cars.
2.3.3.5 Shelters
To meet the scope of this deliverable, the plan must identify
several community buildings to be used as mass care shelters.
In addition to identifying these locations, the plan is expected to
address a method for the stockpiling and dispensing of basic
supplies at each shelter: water, food, first-aid and sanitary
facilities, as well as, addressing security concerns.
2.3.3.6 Communications Plan
The communications plan is two-fold.
First, this deliverable requires the development and testing of a
method for local officials to use to communicate with one
another during a disaster.
The second piece of this deliverable calls for the development
of a means of informing the community of actions to take
during a disaster rather than merely informing them that a
disaster is occurring. In addition, the scope declares that the
plan instruct the community to go to a website that will have
further instructions for them, as well as links to other pertinent
government websites.
2.3.3.7 Community Plan
This deliverable requires that the plan detail a method for the
creation and operation of a group of community volunteers that
will report to a designated city official. This group and their city
official will create a community emergency response plan.
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2.3.3.8 Practicing and Maintaining Plan
This deliverable calls for the development of methods for
practicing the emergency response plan for each of the various
disaster scenarios. These methods should be created such that
emergency communications methods and equipment are tested
to assess their functionality.
In addition, this deliverable requires that the plan include a
process for maintaining and updating the emergency response
plan going forward as the needs of the city change and to
communicate those changes to the appropriate parties.
2.3.4 Acceptance Criteria
The criteria and requirements that the project must meet before the
Customer will accept delivery are as follows:
All deliverables and work performed are subject to Customer’s
written approval.
All deliverables and work performed will be provided in a
manner consistent with and on the dates detailed in the
proposal.
During acceptance testing, the project team will make
themselves reasonably available to the customer.
During acceptance testing, if the customer determines that any
deliverable does not meet the requirements agreed upon in
writing, the customer will notify the project team in writing with
specifics. The project team has ten (10) business days to
correct the deficiencies. Then, acceptance testing will once
again resume. This will continue until the deliverable is
accepted. Hpwever, the customer may terminate the
agreement after two (2) successive acceptance failures. If the
agreement is terminated, the project team must refund within
thirty (30) days all monies paid by the customer at that point
and the customer must return all deliverables in their
possession.
2.4 Project Plan
2.4.1 Technical Description
The technical approach the team intends to take is to utilize generally
accepted project management best practices and principles as defined
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by the Project Management Institute (PMI). The project will follow the
processes and philosophies of PMI as described in Project Management
Body of Knowledge (PMBOK), 4th Edition.
The team will incorporate a traditional phased approach to the project;
i.e. the project will begin with the initiation phase. At that time, the
new project’s existence will be formally recognized. Also, a Project
Charter will be created and the Project Manager will be named.
Next, the development phase will be done. This phase will include
project planning. A Project Plan will be created with the help of the City
of Loganville via team interviews, etc.
The implementation phase will follow the development phase. During
this phase, the project plan will be executed, monitored and controlled.
Monitoring will require that pertinent data be routinely acquired and
analyzed so that action can be taken when progress fails to match
plans and meet objectives. Additionally, a Change Management board
will be formed to handle requests for changes related to scope,
schedule, and cost.
The final phase of the approach to the project will be the closing phase.
At that time, all outstanding contractual issues will be completed and
documented in preparation for turning over the end result to the
clients for acceptance and sign-off. The team will also request
customer input for the lessons learned document.
2.4.2 Project Schedule
The Project Schedule lists the tasks, duration, start and end dates for the project. The project will run from August 9, 2009 through May 9, 2010 as shown in the chart below:
Milestones Duration in DaysSelection of Director of Emergency Response 34
Subject Matter Expert Conference 26Emergency Response Center of Operations 181
Shelter Setup 14Communication Plans 219
Volunteer Training 4Emergency Notification System 30
Emergency Response Test 3
A copy of the Gantt Chart is included in the next graphic:
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2.4.3 Project Risk
The following chart outlines the risks associated with the City of
Loganville project as well as the plan of action to reduce, eliminate,
and/or mitigate those risks:
Risks Likelihood Impact Contingency Plan
Financial Low High $735,000 has been set
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Obligation
aside for this project. Budgeting for shortfalls /
maintenance may be necessary
Communication Breakdown Low High
Regularly scheduled meetings will reduce
breakdowns
Community Acceptance Moderate Moderate
Promote and educate the community on the
importance of this project via town hall meetings
and advertising
Logistics Moderate High
Continual coordination and maintenance of
resources. Additionally, planning and training are
key
Technical Support Low ModerateSeek assistance from Emergency Managers
from nearby cities
Coordination Low Moderate
Notifications and communication
requirements through training will reduce this
Resource Availability (Personnel)
Moderate ModerateCreate a large list of city employees assigned to
positions
Checklist Accuracy
Low Moderate
Checklists continually evolve. Conduct annual reviews to ensure most
current information
Contingency Planning
Low Moderate
Train using exercise scenarios. This allows the identification of shortfalls and operational problems
Liabilities (Risk Management) Moderate Low
Ensuring all parties are insured and documents
are in place to protect the citizens and the
communityLong Term Risks
Lack of Equipment
Low High
Allocate monies over time within the budget to acquire necessary
equipment
Lack of Training Low Moderate
Initial and continual contingency training will ensure responder and community readiness
Mobilization (timeliness)
Moderate High
A checklist will be developed to outline specific mobilization
needs
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Activation Deficiencies Low Moderate
Within our checklists, activation notifications will
be step one
Lack of Roles and Responsibilities Low Moderate
Training and checklist will provide responders with
knowledge of the Command Response
Center (CRC) and will be trained to manage all aspects of a response
Confusion in Long Term Planning (post response)
Low Low
Following emergencies create an after action
reports and utilize available technical
resources. For instance the EPA is a free phone
callOperations
ControlLow Moderate Teach to maintain open
channel of communication
2.4.4 Critical Success Factors
Standup of a local emergency coordinator position: This position is
designed to manage and coordinate responses and functions as the
local Director or Commander. All information flows to and from this
position. This is the top priority to ensuring effective communication.
Response effectiveness: Bi-annual exercises will improve cooperation
and allow all agencies to work together to strengthen response actions.
Complete identification of all resources available: There are local
resources which when made available would improve our success.
Notification and education of all emergency responders will ensure all
resources are available.
Buy in of local community: Education is the only way to improve the
likelihood the community will stand by the plan. We will provide
information to the community via Television, Radio and the local news.
Additionally, town hall meetings will take place to ensure the
community has the ability to share their concerns and field questions.
Create a Command (Emergency) Response Center: which will act as
the hub for an emergency or natural disaster in a time of need. This is
the major part of the plan and drives a successful response. This will
be our main focus to ensure all appropriate and most accurate data is
represented in checklists and plans developed. Representatives from
the following agencies would be present and consist of:
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1. Director of Emergency Response (typically the Emergency
Coordinator)
2. Security
3. Environmental
4. Fire
5. Civil Engineering
6. Medical
7. Manpower
8. Safety
9. Chaplain/Pastor/Preacher
10. Red Cross
11. Salvation Army
12. Communications
13. Vehicle Dispatch Perhaps Department of Transportation (DOT)
Coordination: Coordination is extremely important. When multiple
agencies are responding to a scenario, it must be ensured that
everyone is speaking to each other effectively. Proper training will
reduce confusion and increase awareness.
Communication: Communication (internally/externally) is a must! To
ensure communication takes place routine meetings must take place.
Outside agencies are encouraged to attend. Once again, proper
training will reduce confusion and increase awareness.
Low annual cost requirements: In this small community, cost is a major
concern and utilizing resources already available will reduce costs.
Additionally, regular maintenance and repairs will increase the
longevity of resource.
Preparedness: The community has to be able to respond to
emergencies and disasters efficiently and effectively. Training will
ensure they are prepared for the situation and understand how to act
and respond accordingly and are in a position of readiness.
Continuity: The customer must ensure proper guidance is maintained
for those responding. This must try to always be done similarly to
reduce confusion and increase effectiveness. Those managers who
would run response teams and hold positions of authority must all be
trained to the same level of understanding to reduce confusion.
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Volunteers: With any emergency those who volunteer are the ones
who ensure the response is a success. There are almost no paid
positions in this scenario. Therefore encouraging the community to
stick together and form a bond is a must. Education will improve
community awareness and proved information in case of a disaster.
2.4.5 Assumptions
The local government will gain full control of this project once
completed.
Additional support from the team will be made available to the
customer if needed upon request.
Most current contact information of resources will be set up
prior to completion of the project. It is up to the customer to
maintain accurate contact information following acceptance of
the plan.
Continuity in the form of periodic updates will need to take
place as time progresses and the community grows.
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3.0 Management Proposal
3.1 Corporate and Project Organizational Structure
The Project Management Team consists of 15 members, each with a unique
set of skills capable of delivering high quality project outcomes to customers.
Each member is responsible for specific work which spans across the entire
project related to a specific end product or deliverable.
Our team members have the ability and are capable of executing focused
implementation business concepts using a high level of operational, technical
and strategic engagements. Additionally, the successful combination of
innovative spirits and business concepts offers the financial power of venture
capitalists and strategic investors.
3.1.1 Project Team
The Project Team is shown in the organization Chart below:
3.2 Project Organizational Plan
3.2.1 Work Breakdown Structure
The Work Breakdown Schedule (WBS) lists the various tasks that will be
completed during the project. The WBS is shown below in the following chart:
WBS Code Emergency Response Initiative
1.1 Director of Emergency Response
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1.11 Create Job Opening - Director Of Emergency Response
1.12 Collect Resumes
1.13 Conduct Interviews of Qualified Candidates
1.14 Hire Director of Emergency Response
1.2 Subject Matter Expert Conference
1.21 Identify SME to invite to Conference
1.22 Plan for Conference. Food/Hotels
1.23 Conduct Conference with SMEs
1.24 Collect SME Feedback.
1.25 Create Emergency Response Plans
1.3 Emergency Response Center of Operations
1.31 Hire Architect
1.32 Hire Real Estate Agent
1.33 Locate Land for Operations Center
1.34 Purchase Land for Operations Center
1.35 Design Operations Center
1.36 Build Operations Center
1.37 Emergency Leadership moved into Operations Center
1.4 Shelter Setup
1.41 Select Community Buildings to double as Emergency Shelters
1.42Stock Shelters with Emergency Supplies
(Medical/Food/Communication)
1.43 Create signage for shelters (i.e. Emergency Shelter)
1.44 Post Signage in front of Shelters
1.45Install Emergency communication (radio system) to Operations
Center
1.5 Communication Plans
1.51 Hire Web Site Designer
1.52 Create Emergency Response Website
1.53Setup Automated Emergency Response information line (Where to
go, What to do)
1.54 Conduct Town hall Meetings at New Operations Center.
1.55Radio notifications of Town hall Meetings and Emergency Response
Website/Phone Line
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1.56TV notifications of new Emergency Response Plan and
Website/Phone Line
1.6 Volunteers/Training
1.61 Draft of Volunteer Incentive Program
1.62 Collect List of Volunteers
1.63 Train Volunteers
1.64 Assign Volunteers to Shelter Locations
1.7 Emergency Notification System
1.71 Work with TV Stations to Issue Alert Notification
1.72 Work with Radio Stations to Issue Alert Notification
1.73 Set up Alert Sirens throughout Community
1.8 Emergency Response Test
1.81 Select 100 Community Members (From Volunteers)
1.82 Trial Alert issued
1.83 Measurement of Emergency Response Plan Effectiveness
3.3 Management System Overview
Finding and selecting the correct supplier is crucial to the project's success.
Therefore, the team is committed to most effectively use reliable and trusted
resources to deliver on time, at cost, and with superior quality.
3.3.1 Supplier Selection and Management
The team will provide support with supplier selection and management
according to the project's needs. When selecting Team A to manage
the City of Loganville project, the client is guaranteed access to a
wealth of both independent and objective experience. Through
effective management of resources and experience, the Team has built
an extensive supplier network. The Team is committed to devoting
time and effort toward developing and cultivating collaborative
relationships with both large and small providers. The Team's
extensive knowledge of the marketplace enables the selection of the
best providers.
3.3.2 Monitoring Quality, Cost and Schedule
The Project Quality Assurance Specialist adds value to the selection
process by increasing confidence in the supplier’s ability to deliver
products/services according to the appropriate quality standards. Once
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an appropriate supplier has been selected, the Team will closely
manage the interaction between that supplier and the project.
Additionally, the Team will be involved in all aspects of the supplier
management process from negotiating contracts to assisting in
protocol writing and design, independent monitoring, technical and
document review, and project completion and close out.
All inclusive project costs have been calculated at $735,000.
The project can reasonably be completed within 9 months time:
3.3.3 Management of Scope and Change Orders
The management of change is a critical factor to the success of a
project. Change Management is a process that will be used to control
unforeseen changes that may arise during the course of a project
which could jeopardize cost, quality, and/or schedule. The focus of the
management of scope and change is on those changes that are
introduced by the stakeholders. Changes to the content of the
deliverable or requirement changes are the most common. Too much
variation from the Project Plan can impact productivity and can lead to
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a project becoming out of control with different teams working on
conflicting objectives. Managing change is key; reducing and
minimizing confusion with project requirements is essential.
The Team's scope and change management plan focuses on two main
areas. First, the Team provides reference documentation on the scope
and change management procedures for stakeholders. Also, scope and
change management procedures will be provided that include a
description of responsibilities and tasks, including the tools with which
they will interact allowing the process to be implemented and
managed consistently by the Change Control Board. The Change
Control Board will be comprised of members of the project team and
two stakeholders.
The overall goal of the scope and change management plan is to:
Provide guidelines or procedures to manage change
Establish a standard process to initiate change
Facilitate management of change
Ensure proper documentation of the change request
Once a change has been identified, these five steps in the change
control and management process:
Identification and documentation: Description of the proposed
change and the rationale behind it.
Assessment: The change is evaluated with members of the
Change Control Board to decide whether or not the change is a
wise use of resources.
Analysis: The change will undergo an in depth analysis
evaluating the outcome and the impact.
Decision: The Change Control Board will make a
recommendation prior to final approval.
Implementation: The Project Manager will incorporate the
change into the project plans.
3.4 Corporate Strengths
The Team will convert innovative business models by combining years of
experience and the team members' creativity into high performance solutions.
3.4.1 Technical
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The greatest strength that the Team has is a wide range of experience
both technical and operationally, with the utmost strength being the
team's confidence in resources and each other. By using the team's
staff and resources, the City of Loganville will have the ability to
respond to any disaster with confidence!
Since this project has specific needs, additional resources will be
needed. The resources listed below are the primary resources and
subject matter experts used on previous projects who can assist in
creating the Communication Plan, and then execute the Emergency
Response Plan once the project is complete.
Occupational Safety and Health Administration (OSHA)
Environmental Protection Agency (EPA)
National Guard Resources
HAZMAT / Weapons of Mass Destruction (WMD) Teams
3.4.2 Business and Financial
The benefits the business and finance models will provide the City of
Loganville are:
Cost Reduction
Strategic Flexibility
Focus and Specialization
Rapidly exploit new market/product opportunities
Share or reduce and capital investment
Move from fixed to variable cost
This graphic shows the various business and finance models:
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3.4.3 Facilities
A conference center with internet access and phone lines will be
needed for the project team. Access to additional facilities or contact
information for local facilities will be necessary for coordination
purposes. This facility will also act as the City's Command (Emergency)
Response Center during future real world scenarios.
Shelters located in various community buildings are necessary for
possible shelters in a time of need. These shelter locations will have
the ability to provide water, food, medicine, and basic sanitary
facilities. Written plans will be developed for the management of these
facilities to include dispensing supplies.
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4.0 Cost Proposal
4.1 Project Costs
This section will discuss the various costs involved in the project for project cost
clarity. The purpose of this section is to itemize all costs so the customer may have
the ability to customize their cost where possible.
4.1.1 Total Project Cost
The total project proposal is offered at a price of $735,000. Terms and
Conditions for payment are proposed in later sections of this proposal.
4.1.2 Breakdown of Project Costs
A breakdown of project costs is provided for cost clarity in the event
the customer wishes to alter the cost structure if possible by
adding/subtracting pieces of the proposal. The project consists of 8
major milestones all with varying costs. These milestones are outlined
in order below along with their corresponding costs.
1. Hire Director of Emergency Response: $50,000/Year.
a. This is a re-occurring salaried position which is deemed a
necessary. The most successful processes have process
champions therefore successful implementation and
continuity is dependent upon maintaining a process
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champion. The salary is estimated using freely available
salary databases of persons with similar title and
responsibilities.
2. Subject Matter Expert Conference: $7,500
a. This is a one time project expense deemed necessary to
formulate the best possible Emergency Action Plans to be
utilized by the Shelter Network. At times of crisis; its highly
possible communication plans will be cut between a Shelter
and the Operations Center necessitating Emergency Action
Plans to guide Shelter leaders of appropriate actions during
times of lost communication. The $7,500 cost essentially
pays lodging and travel expenses incurred by Subject Matter
Experts. It also pays for a modest conference style forum
with food and beverage provided.
3. Emergency Response Center of Operations: $245,000
a. This is a one time project expense which is deemed optional
however highly recommended by the project team. Times
of crisis call for clear leadership and the construction of a
new Operations Center accomplishes this. It would also
increase communication efficiencies across the already
established emergency response teams in Loganville by
centrally locating the heads of those functional areas all in
one place. These costs are estimates based on previously
constructed Operations Centers in other communities
nearby Loganville. The breakdown of these costs are as
follows:
i. Hire Architect: $10,000
ii. Hire Real Estate Agent: $5,000
iii. Purchase of Land for Operations Center: $50,000
iv. Construction of Operations Center: $175,000
v. Moving Expense: $5,000
b. All but $5,000 of the above expense could be avoided by
designating an existing town building to service this need.
The moving expense would still remain since functional
heads should still move into this existing building. Also, by
utilizing an existing town building, as much as 60 days may
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be cut out of the total project duration. Possible Optional
Savings: $240,000.
4. Setup of Shelter Network
a. This is mostly a one time necessary expense with the
exception of emergency supplies. The Shelter Network will
consists of several pre-existing buildings spread throughout
the community which will act as “safe zones” for community
members. Since not all community members can fit within
the Operations Center, the Shelter Network is of extreme
importance. The breakdown of costs are as follows:
i. Stock shelters with emergency supplied: $50,000
1. Yearly replenishment costs of $10,000 will
apply
ii. Signage to indicate shelter location: $1,500
iii. Emergency Communication Radio Systems: $75,000
5. Communication Plans
a. These costs relate mostly to the communication process of
the new Emergency Response System. Most of the cost will
be upfront “marketing” type cost which are deemed
necessary by the project team. If community members are
not aware of the new Emergency Response System, it
ceases to have any value. Communications will be made in
all media types.
i. Create Website: $7,500
ii. Automated Emergency Response Telephone Hotline:
$5,000
iii. Townhall Meetings: $10,000
iv. Radio Notifications: $2,000
v. TV Notifications: $4,000
b. The website, automated telephone hotline, radio, and tv
notifications are considered necessary. The town hall
meetings are optional but suggested since many people will
appreciate the person approach which more easily
facilitates 2 sides question and answers. Possible
Optional Savings: $10,000
6. Volunteer Selection/Training
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a. These costs are re-occuring yearly since the project team
believes volunteers will require certain incentives in order to
volunteer. The project team suggest yearly tax breaks
given to volunteers for service
i. Volunteer incentive program: $10,000/Year.
ii. Volunteer Training: $0 to be facilitated by Director of
Emergency Response and existing Loganville
emergency response teams (Police, Fire Dept, Etc).
7. Emergency Notification System
a. These costs are a necessary one time expense. All the
advertising in the world will not inform a bystander on the
street of an impending emergency.
i. Setup Emergency Sirens throughout the community:
$100,000
8. Emergency Response Test
a. This will accomplished at no cost since all preceding costs
are necessary to accomplish this step.
The final cost of the project proposal consists of the Project Premium to
deliver the project. This cost essentially covers the project team's cost
to deliver the proposal over 8 months as well as a reasonable return.
Total Project Premium: $167,500.
Total Project Cost: $735,000
Total Project Cost Utilizing Potential Savings: $485,000
Note: Savings Cost of $485,000 does not include construction of
new Operations Center ($240,000 Savings) or the facilitation of
Townhall Meetings to communicate the new Emergency
Response System ($10,000)
4.1.3 Progress Payments
Proposed payments are to follow progress of the rollout of the new
Emergency Response Plan. Proposed payments are as follows:
1. Upon Project Initiation – 20%
2. Upon Completion of SME Conference – 20%
3. Upon Completion of Shelter Network Setup – 20%
4. Upon Completion of Emergency Notification System – 20%
5. Upon Completion of successful Emergency Response Test – 20%
4.2 Customer Provided Resources
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The customer will make available existing emergency response personnel as
well as town leadership to provide support for volunteer training as well as
communication plans necessary to socialize the existence of the new
Emergency Response Plan. Primary examples include (but are not limited to):
1. Police Department
2. Fire Department
3. Loganville Mayor
The newly hired Director of Emergency Response will work with and utilize
necessary town resources, which includes essentially any person who is
directly compensated by the city of Loganville. In order to ensure
cooperation, the project team recommends dotted line reporting to the
Director of Emergency Response in all things related to the new Emergency
Response system.
4.3 Terms and Conditions
Limits
The delivery date of proposal is given as August 9, 2009 with proposal
expiration 60 days thereafter, or October 9, 2009. After October 9, 2009, the
proposal will no longer be valid. Upon acceptance of the proposal, Project
Initiation will commence 7 days later upon receipt of the first progress
payment of 20% from the customer. The project initiation date will mark the
beginning of the project schedule and will be communicated to the customer
by the project team upon acceptance of the proposal.
Contact
All inquiries both before and during (should the proposal be accepted) the
project concerning the proposal should be directed to Tom Menning, Project
Team Lead.
Completion Metric
A successful implementation of the Emergency Response plan will be
determined by the following criteria:
1. Milestones 1-7 outlined above in section 4.1.2 Breakdown of
Project Costs are completed.
2. 50% Success Rate of test subjects in milestone 8; Emergency
Response Test. A success rate is defined simply as whether or not
a test subject responds to the emergency test by going to the
correct shelter in the shelter network.
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Customer Default of Payments
In the event the City of Loganville does not make payment within two weeks
of a scheduled progress payment, the project team reserves the right to
cancel the remainder of the proposal and require an additional 20% surcharge
of whatever monies are yet unpaid. If such problems are foreseen by the
customer, it is requested that the customer communicate these problems to
the project team in order to avoid such measures. If customer remains in
default, the project team will pursue other necessary modes of collection to be
paid by the customer with the primary mode of collection including civil court
with all fees (including attorney and court) to be covered by the customer.
Project Extension
In the event the project extends beyond its original timeline, an additional
payment equal to one tenth of the total project costs will be due on the first of
each additional month. As an example, If total projects costs equal $735,000,
a payment of $73,500 will become due on the first day of each month beyond
the original timeline. This is done only to provide cost coverage for the project
team during unplanned work time. The one tenth payment does not provide
the project team with any premium payment whatsoever so incentive to
complete at or ahead of schedule is still high.
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5.0 Conclusion
It is best to be prepared AND able to communicate the plan when it is needed. The plan developed by Team A described in this document will satisfy the requirements listed in the Request for Proposal. Variables such as project cost and completion time have been carefully evaluated and incorporated into the custom designed plan in order to fit the needs of the City of Loganville.
The emergency response plan prepared by Team A will provide a top-notch coordinated plan that will facilitate communication in the event of a disaster. A well-developed emergency response plan will not stop a disaster from occurring. However, the plan will bring peace of mind and confidence while simplifying the tasks to be done after that disaster occurs.
Team A's emergency response plan will provide a vital service to the community. It will aid in making the City of Loganville a better place to live, work, and play. The plan created by Team A effectively meets the needs of the City of Loganville and it is highly recommended that the plan is accepted.
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Appendix A
Figure 1. Gantt Chart
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Figure 2. Organization Chart for Customer
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Figure 3. WBS
WBS Code Emergency Response Initiative1.1 Director of Emergency Response
1.11 Create Job Opening - Director Of Emergency Response1.12 Collect Resumes1.13 Conduct Interviews of Qualified Candidates1.14 Hire Director of Emergency Response
1.2 Subject Matter Expert Conference1.21 Identify SME to invite to Conference1.22 Plan for Conference. Food/Hotels1.23 Conduct Conference with SMEs1.24 Collect SME Feedback.1.25 Create Emergency Response Plans
1.3 Emergency Response Center of Operations1.31 Hire Architect1.32 Hire Real Estate Agent1.33 Locate Land for Operations Center1.34 Purchase Land for Operations Center1.35 Design Operations Center1.36 Build Operations Center1.37 Emergency Leadership moved into Operations Center
1.4 Shelter Setup1.41 Select Community Buildings to double as Emergency Shelters
1.42 Stock Shelters with Emergency Supplies (Medical/Food/Communication)
1.43 Create signage for shelters (i.e. Emergency Shelter)1.44 Post Signage in front of Shelters
1.45 Install Emergency communication (radio system) to Operations Center
1.5 Communication Plans1.51 Hire Web Site Designer1.52 Create Emergency Response Website
1.53 Setup Automated Emergency Response information line (Where to go, What to do)
1.54 Conduct Town hall Meetings at New Operations Center.
1.55 Radio notifications of Town hall Meetings and Emergency Response Website/Phone Line
1.56 TV notifications of new Emergency Response Plan and Website/Phone Line
1.6 Volunteers/Training1.61 Draft of Volunteer Incentive Program1.62 Collect List of Volunteers1.63 Train Volunteers1.64 Assign Volunteers to Shelter Locations
1.7 Emergency Notification System1.71 Work with TV Stations to Issue Alert Notification1.72 Work with Radio Stations to Issue Alert Notification1.73 Set up Alert Sirens throughout Community
1.8 Emergency Response Test1.81 Select 100 Community Members (From Volunteers)1.82 Trial Alert issued
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1.83 Measurement of Emergency Response Plan Effectiveness
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Figure 4. Organization Chart For Project
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Appendix B Items
Table 1. Acceptance Criteria
Deliverable Criteria Standard
Hazard Identification,
Risk Level, and Risk Response
Plan
Identify all potential hazards along with an assessment that rates the likelihood, impact and a course of action for each.
For hazards identified as being high risk, the scope of work calls for the creation of a full documented risk mitigation plan detailing methods meant to lower the impact or reduce the risk of each hazard. For hazards identified as being medium risk, the scope of work calls for the development of a risk mitigation plan for each hazard - but to a lesser degree of detail than that of the high risk hazards. For hazards identified as being low risk, the scope of work calls for a simple statement explaining the best way to mitigate the risk of each hazard.
Warning System and
Signals
Provide for the initial warning of the community and local public officials of the existence of a hazard.
A tiered system where the higher risk hazards have higher priority in the communication plan.
Emergency Plan
Documentation
This deliverable requires that the plan provide local officials with easily understood documentation to aid them in implementing the emergency response plans.
These documents (checklists) are to be accessible to local officials online for review. The scope calls specifically for the following: updated area maps, escape routes, communications plans, shutting off utilities, handling those with special needs, handling animals, basic safety skills.
Disaster/ Hazard Supply
Educating the general public and local officials concerning how to prepare themselves for hazards and provide for their own basic needs for a period of several days.
Basic needs are defined as water, food, first aid, clothing and blankets.
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Shelters Identify several community buildings to be used as mass care shelters. Address a method for the stockpiling and dispensing of basic supplies at each shelter.
Specifically: Water, food, first-aid, sanitary facilities, security.
Communications Plan
Develop and test method local officials are to use to communicate wit one another during a disaster. Develop means of informing the community at large of actions to take during a disaster.
Direct community to website with further instructions.
Community Plan
Create group of community volunteers that will report to a designated city official.
This group and their city official will create a community emergency response plan for small business owners.
Practicing and Maintaining
Plan
Create a process for practicing the emergency response plan for each disaster scenario. Also, create a process for maintaining and updating the emergency response plan.
The practicing/testing process should be created such that emergency communications methods and equipment are tested for functionality. The maintaining and updating process should be created such that changes are communicated to the appropriate parties.
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Table 2. Breakdown of Total Project Costs
Milestone Description Cost
Emergency Response Initiative $735,000.00
1 Director of Emergency Response $50,000.00
Create Job Opening - Director Of Emergency Response $0.00
Collect Resumes $0.00
Conduct Interviews of Qualified Candidates $0.00
Hire Director of Emergency Response $50,000.00
2 Subject Matter Expert Conference $7,500.00
Indentify SME to invite to Conference $0.00
Plan for Conference. Food/Hotels $0.00
Conduct Conference with SMEs $7,500.00
Collect SME Feedback. $0.00
Create Emergency Response Plans $0.00
Complete SME Conference $0.00
3 Emergency Response Center of Operations $245,000.00
Hire Architect $10,000.00
Hire Real Estate Agent $5,000.00
Locate Land for Operations Center $0.00
Purchase Land for Operations Center $50,000.00
Design Operations Center $0.00
Build Operations Center $175,000.00
Emergency Leadership moved into Operations Center $5,000.00
Complete New Operations Center $0.00
4 Shelter Setup $126,500.00
Select Community Buildings to double as Emergency Shelters $0.00
Stock Shelters with Emergency Supplies
(Medical/Food/Communication) $50,000.00
Create signage for shelters (ie. Emergency Shelter) $1,500.00
Post Signage in front of Shelters $0.00
Install Emergency communication (radio system) to Operations
Center $75,000.00
Complete Shelter Setup $0.00
5 Communication Plans $28,500.00
Hire Web Site Designer $7,500.00
Create Emergency Response Website $0.00
Setup Automated Emergency Response information line (Where to
go, What to do) $5,000.00
Conduct Townhall Meetings at New Operations Center. $10,000.00
Radio notifications of Townhall Meetings and Emergency Response $2,000.00
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Website/Phone Line
TV notifications of new Emergency Response Plan and
Website/Phone Line $4,000.00
Complete Communication Plans $0.00
6 Volunteers/Training $10,000.00
Draft of Volunteer Incentive Program $10,000.00
Collect List of Volunteers $0.00
Train Volunteers $0.00
Assign Volunteers to Shelter Locations $0.00
Complete Volunteer Gathering $0.00
7 Emergency Notification System $100,000.00
Work with TV Stations to Issue Alert Notification $0.00
Work with Radio Stations to Issue Alert Notification $0.00
Set up Alert Sirens throughout Community $100,000.00
Complete Emergency Notification System $0.00
8 Emergency Response Test $0.00
Select 100 Community Members (From Volunteers) $0.00
Trial Alert issued $0.00
Measurement of Emergency Response Plan Effectiveness $0.00
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