The purpose of this Case Study assignment is to walk through the logical framework (LogFrame) and to create the project management documents needed to successfully lead a project and to finish answering the question How do we get there?
General Requirements:
- Reread the Kitchen Heaven Project Case Study in Heldman et al. pages 84-87, 139-141, 190-193, and 283-285.
Part 1: Action Steps
- For each activity listed in the Action Steps section in the Logical Framework template complete the Resources, Budget (if given in the case), and Due Dates.
- Add anticipated resources for each action step/activity. Include all types of resources including human, technical, and physical resources.
- Add budget information as provided in the case. If budget information not specifically provided in the case, no budget information is required.
- Estimate potential due dates for each action step/activity. These estimates should support the planned/expected end date of the project as defined in the case. Document assumptions made in setting the due dates.
Part 2: RACI Matrix
- Complete the RACI Matrix Template. Add rows as needed.
- Each action step/activity must be listed in the RACI matrix.
Part 3: PowerPoint Presentation
- Create a short 3-minute presentation discussing the final Logical Framework and how the proposal meets the Goals presented in the case.
- The time limit is 3 minutes. No longer.
- A maximum of three slides not including the cover and reference slide.
- Speaker notes are expected.
APA style is not required, but solid academic writing is expected.
Kitchen Heaven Project Case Study
You are a project manager for Kitchen Heaven, a chain of retail stores specializing in kitchen utensils, cookware, dishes, small appliances, and some gourmet foodstuffs, such as bottled sauces and spices. You’re fairly new to the position, having been hired to replace a project manager who recently retired. Kitchen Heaven currently owns 49 stores in 34 states and Canada. The world headquarters for Kitchen Heaven is in Denver, Colorado. Counting full‐time and part‐time employees, the company employs 1,500 people, 200 of whom work at headquarters. The company’s mission statement reads, “Great gadgets for people interested in great food.”
Recently, the vice president of marketing paid you a visit. Dirk Perrier is a very nice, well‐dressed man with the formal air you would expect a person in his capacity might have. He shakes your hand and gives you a broad, friendly smile. “We’ve decided to go forward with our 50th store opening! Sales are up, and our new line of ceramic cookware is a hot seller, no pun intended. I don’t know if you’re familiar with our store philosophy, so let me take a moment to explain it. We like to place our stores in neighborhoods that are somewhat affluent.
The plain fact is that most of our shoppers have incomes of more than $150,000 a year. So, we make an effort to place our stores in areas where those folks usually shop. “We’re targeting the type of customer who watches the Food Network channel and must have all the gadgets and tools they see the famous chefs using. So, the stores are upbeat and convey a fun, energetic feel, if you will. “Our next store is going to be right here in our home area— Colorado Springs. Because this is going to be our 50th store, we plan on having a 50th grand‐opening celebration, with the kind of surprises and activities you might expect for such a notable opening. “Our stores generally occupy from 1,500 to 2,500 square feet of retail space, and we typically use local contractors for the build‐out.
A store build‐out usually takes 120 days from the date the property has been procured until the doors open to the public. I can give you our last opening’s project plan so you have a feel for what happens. Your job will be to procure the property, negotiate the lease, procure the shelving and associated store furnishings, get a contractor on the job, and prepare the 50th store festivities. My marketing folks will assist you with that last part. “You have six months to complete the project. Any questions?”
…
You take in a deep breath and collect your thoughts. Dirk has just given you a lot of information with hardly a pause between thoughts. A few initial ideas drift through your head while you’re reaching for your notebook. You work in a functional organization with a separate projectized department responsible for carrying out projects of this nature. You’ve been with the company long enough to know that Dirk is high up there in the executive ranks and carries the authority and power to make things happen. Therefore, Dirk is the perfect candidate for project sponsor. You grab your notebook and start documenting some of the things Dirk talked about, clarifying with him as you write: The project objective is to open a new store in Colorado Springs six months from today. The store should be located in an affluent area. The store will carry the full line of products, from utensils to gourmet food items. The grand opening will be accompanied by lots of fanfare because this is the 50th store opening.
You have a question or two for Dirk. “Is there a special reason we have to open, let’s see, six months from now, which is February 1?” He responds, “Yes, we want the store open the first week in February. Early February is when the Garden and Home Show conference hits the Springs area. We’ll have a trade show booth there. We know from experience in other areas that our stores generally see a surge in sales during this month as a result of the trade show. It’s a great way to get a lot of advertising out there and let folks know where we’re located.”
“Another question, Dirk. Is there a budget set for this project yet?” “We haven’t set a hard figure,” Dirk replies. “But again, from past experience we know it takes anywhere from $1.5 to $2 million to open a new store— and we don’t want to forget the big bash for the grand opening.” “Thanks, Dirk. I’ll get started writing the project charter right away. I’ll put your name on the document because you’re the project sponsor.” Dirk concludes with, “Feel free to come to me with questions or concerns at any time.” One week later. You review your notes and reread the project charter you’ve prepared for the Kitchen Heaven retail store one last time before looking for Dirk. You finally run across Dirk in a hallway near the executive washroom.
…
“Dirk, I’m glad I caught you. I’d like to go over the project charter with you before the kickoff meeting tomorrow. Do you have a few minutes?” “Sure,” Dirk says to you. “Let’s have it.” “The project charter states the purpose of the project, which of course is to open the 50th Kitchen Heaven store in Colorado Springs. I also documented some of the high level requirements, many of which we talked about last time we met. I documented the assumptions and constraints you gave me with the understanding that we’ll define these much more closely when I create the scope statement. I’ve included a section that outlines a preliminary milestone schedule, and I’ve included some preliminary ROI [return on investment] calculations. Using your estimate of $2 million as our initial budget request and based on the projected inflows you gave me last week, I’ve calculated a payback period of 19 months, with an IRR [internal rate of return] of 6 percent.” “That’s impressive,” replies Dirk. “That’s even better than our Phoenix store. If I recall, the payback period there was just over two years. Let’s hope those numbers hold true.”
“I think they’re reliable figures,” you say. “I researched our data based on recent store openings in similar‐sized cities and factored in the economic conditions of the Colorado Springs area. Since they’re on a growth pattern, we think the timing is perfect. “As you know, the project kickoff is scheduled for tomorrow. What I’ll need, then, is for you to talk about the project and the goals, talk about the commitment you’ll need from the management team to support this project, and introduce me as the project manager. I’ve already forwarded a copy of the project charter to the meeting attendees so that they can review it before the meeting. I included a list of the assumptions we’ve made so far as an appendix to the charter. Last, I’ll need you to ask everyone present to sign a copy of the project charter.” “Sounds like you’ve covered everything,” Dirk says. “I don’t anticipate any problems tomorrow, because everyone is looking forward to this store opening.”
Project Case Study Checklist
·
Project objective: To open a new store in Colorado Springs six months from today.
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Business need or demand for project: Company data concludes that the Kitchen Heaven consumers have incomes of more than $150,000 a year. The Colorado Springs area is home to a large number of people with that income. Currently, there is no Kitchen Heaven in the area, but there appears to be a demand for one.
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Project sponsor: Dirk Perrier, VP of marketing.
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Organizational structure: Functional organization with a separate projectized department.
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Project selection methods: Payback period calculated at 19 months and IRR calculated at 6 percent.
Template
| Objectives | Success Measures | Verification | Assumptions | ||||||||||||||||||||||||||
| Goal: | To reach Goal: | ||||||||||||||||||||||||||||
| To expand Kitchen Heaven’s operations and take advantage of the organization’s increasing sales. | 1) Increase the number of Kitchen Heaven stores to 50 2) Have a payback period of 19 months, with an IRR [internal rate of return] of 6 percent. | An audit will be conducted to ensure that the new store is opened within the specified time and budget. Also, an audit will be conducted to see if the new store meets the set financial objectives within the set deadline. | First, the organization will get stakeholder buyin and support for the project. Second, the market in Colorado Springs will be good enough to support the projected sales. Third, the organization will get the $2 million required to fund the project. Fourth, the sales of the organization will continue with the current upward trend once the store is opened. | ||||||||||||||||||||||||||
| Purpose: | To reach Purpose: | ||||||||||||||||||||||||||||
| To open Kitchen Heaven’s 50th store 6 months from now. | 1) Opening of new store by Feb 1 with a grand party. 2) Ensuring the opening coincides with the Garden and Home Show Conference. | The project sponsor will commission the new store on the agreed date. Also, a check will be made to see if the Garden and Home Show Conference contributes to promoting and advertising the new store. | First, the organization will get a lease on suitable property on time. Second, the development of the project will adhere to the budget and time constraints. Third, the new store will receive all the relevant approval and licenses before Feb 1. Fourth, the Garden and Home Show Conference will not be postponed or cancelled. | ||||||||||||||||||||||||||
| Outcomes: | To produce Outcomes: | ||||||||||||||||||||||||||||
| 1) To create a new store based on the estimated budget within 6 months. 2) To have a Grand Opening celebration for the store. 3) To have a payback period of 19 months, with an IRR [internal rate of return] of 6 percent. |
1) Establishment of a new Kitchen Heaven store in Colorado Springs. 2) To have a trade show booth at the Garden and Home Show Conference. 3)To meet or surpass the projected ROI. | The project team will monitor the development and commissioning of the new store and submit a detailed report on the same. Also, the project team will ensure there are Kitchen Heaven representatives in the Garden and Home Show Conference to promote the new store. Additionally, a financial audit will be carried out to validate the financial results of the new store within the 19 month operation period. | First, local authorities will authorize the project and facilitate any necessary licenses. Second, the Garden and Home Show Conference will be held during the set date. Third, there will be a significant customer buy-in to support the required sales to meet the projected ROI. | ||||||||||||||||||||||||||
| Inputs: | To obtain & manage Inputs: | ||||||||||||||||||||||||||||
| Activities, | Resource | Resource | Budget | Schedule | 1) The project manager will successfully find suitable premises in the Colorado Springs area. 2) The budget will be sufficient to cover all resources needed to complete the project. 3) The contractor will implement the project at the expected standards and within the time and budget constraints. 4) The Garden and Home Show Conference will not be postponed or cancelled. 5) The project will receive all the relevant government approvals before the opening date. |
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| Action Steps | Due Dates | ||||||||||||||||||||||||||||
| Outcome 1: To create a new store based on the estimated budget within 6 months. 1.1 Activity 1: Procure the selected property. 1.2 Activity 2: Procure the shelving and associated store furnishings. 1.3 Activity 3: Hire a contractor for the job. 1.4 Activity 4: Contractor transforms the property into a Kitchen Heaven store. 1.5 Activity 5: Commisioning of the store. |
1.1 Activity 1: Suitable property meeting the required specifications will be found in the Colorado Springs area. 1.2 Activity 2: The budget will be adequate to cover the purchases. 1.3 Activity 3: The budget will be adequate to cover the contractor’s fees. 1.4 Activity 4: The contrctor will be competent enough to meet Kitchen Heaven’s standards for the store. 1.5 Activity 5: The contractor will Complete the transformation on time. |
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| Outcome 2: To have a Grand Opening celebration for the store. 2.1 Activity 1: Enroll to the Garden and Home Show conference. 2.2 Activity 2: Plan the activities to be carried out on the opening ceremony. 2.3 Activity 3: Procure the relevant products and services required for the celebration. 2.4 Activity 4: Advertise and market the grand opening to the public. 2.5 Activity 5: Implement the opening celebration. |
2.1 Activity 1: The Garden and Home Show conference will not be cancelled or postponed. 2.2 Activity 2: Relevant stakeholders will come to an agreement on time. 2.3 Activity 3: The budget will be adequate to cover the expenses. 2.4 Activity 4: The budget will be adequate to cover the marketing expenses. 2.5 Activity 5: The project will be completed before the projected opening date. |
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| Outcome 3: To have a payback period of 19 months, with an IRR [internal rate of return] of 6 percent. 3.1 Activity 1: Market the new store to the target audience. 3.2 Activity 2: Advertise the diverse products on offer. 3.3 Activity 3: Actively engage clients to get their feedback. 3.4 Activity 4: Actively engage with employees to get their feedback. 3.5 Activity 5: Carry out an audit of the store’s financial performance within the 19-month period. |
3.1 Activity 1: The budget will be adequate to cover the expenses. 3.2 Activity 2: The budget will be adequate to cover the expenses. 3.3 Activity 3: The clients will be receptive to participate in the enhancement of the store. 3.4 Activity 4: The employees will be receptive to participate in the enhancement of the store. 3.5 Activity 5: The store will get enough sales to meet or surpass the projected financial performance. |
Logical Framwork for
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How to Use the RACI Matrix Temp
| How to Use the RACI Matrix Template |
| The RACI matrix template is tool to help everyone in the project know what their role is, so they can work better together. |
| Step 1: List the Project Tasks |
| In column 1, beneath the “Project Tasks” header, you will list all of the tasks that will be completed as part of this project. In our example, we broke the tasks down into the different project phases in order to keep things more organized. If you wish, you can remove the project phases and instead just do a large list of tasks, but we’ve found the project phases to be helpful. |
| Step 2: List All of Your Team Members |
| Next, locate the light blue bar. Going from left to right, we are going to add all of your team members to this section. Include every person in your organization, even if they won’t be working directly on the project, because stakeholders are an important part of this document too. We find it helpful to use the job title / role in this section, but you could also use team member names instead. We tend to use job titles so that this document is useful to someone looking at the matrix who may not be familiar with everybody’s name. |
| Step 3: Assign R,A,C,I to Each Task |
| Locate your first task of the project (this should be whichever task you have listed highest in Column A.) Once you’ve located your first task, move across the matrix to the right, deciding who will be (R) Responsible for executing the work on this particular task. Remember, R is for the person who will actually be performing the work on this task. |
| Continue moving to the right, and next you will choose who will be (A) Accountable for this task. The person who you label as (A) Accountable is the person who will be responsible for ensuring that the task is done properly and in a timely manner. |
| Next, you will decide who will be (C) Consulted on this task. Remember, (C) means that a person will be asked for help or advice on a task, and they will work with the responsible team member to complete the task. In some cases, you will not have a C for a task and that’s OK. |
| Finally, for each task you will decide who is the stakeholder for the task. The stakeholder will be labeled as (I) Informed. If someone is labeled (I) for this task, they will be updated about the progress of the task, but they will not have direct feedback going back to the person responsible for the task. An informed person is a one way communication, as compared to a consulted person who has two-way communication about the task. Most tasks will have an informed person, however there will be some cases where there is no I needed. |
| Step 4: Share the Document |
| Once your RACI chart is fully filled out, it is important to share the document with all of the team members on this project. This is an important step because a RACI matrix is most helpful when each team member understands exactly what their role is at each step of the project. |
R
A
C
I
Matrix example
| Responsible | ||||||||||||||||||||||||||||||||||||||||||
| Accountable | ||||||||||||||||||||||||||||||||||||||||||
| Consulted | ||||||||||||||||||||||||||||||||||||||||||
| Informed | ||||||||||||||||||||||||||||||||||||||||||
| Project Tasks | Product Manager | UI Designer | Content Writer | Financial Analyst | Design Director | VP of Product | VP of Design | CTO | CEO | |||||||||||||||||||||||||||||||||
| Initiation Phase | ||||||||||||||||||||||||||||||||||||||||||
| Financial Study | ||||||||||||||||||||||||||||||||||||||||||
| Feasability Study | ||||||||||||||||||||||||||||||||||||||||||
| Planning Phase | ||||||||||||||||||||||||||||||||||||||||||
| Technology Recommendations | ||||||||||||||||||||||||||||||||||||||||||
| Financial Plan | ||||||||||||||||||||||||||||||||||||||||||
| Sprint Plan | ||||||||||||||||||||||||||||||||||||||||||
| Execution Phase | ||||||||||||||||||||||||||||||||||||||||||
| Design UI | ||||||||||||||||||||||||||||||||||||||||||
| Write Content | ||||||||||||||||||||||||||||||||||||||||||
| Create Mockup | ||||||||||||||||||||||||||||||||||||||||||
| Control Phase | ||||||||||||||||||||||||||||||||||||||||||
| User Testing | ||||||||||||||||||||||||||||||||||||||||||
| Close Phase | ||||||||||||||||||||||||||||||||||||||||||
| Create Lessons Learned | ||||||||||||||||||||||||||||||||||||||||||
| Create Closure Report |
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