Please use attachments to create a Cost management and Cost schedule. Base the costs off of the tasks in unit 2 and you can create your own amounts.A table of contents using the following headers: Introduction, Cost Management
Plan, Cost Baseline, Conclusion, and References.
● A minimum of three scholarly journal and textbook source references cited and
credited according to APA 6th edition formatting style using a minimum of six intext
citations.
● The paper should be focused and to the point, containing between 600–800
words specific to the table of content items (excluding references).
gm592_unit3_assignment_rubric.pdf

unit_1_assignment_1.docx

unit_1_assignment_2.docx

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Unit 3 [GM592]
Unit 3 Assignment: Cost Management__________
In this Assignment, you will be assessed based on the following outcome:
GM592-3: Plan cost management with associated resources.
This Assignment is designed to evaluate your ability to create a cost management plan
and the cost baseline for the project that you select. You will take the role of the project
manager. This effort requires that you research, organize, and present project financial
data in a manner that makes sense to the appropriate stakeholder.
Here are the requirements:
● You will use the project from the Unit 1 Assignment for the Unit 3 Assignment.
● Create a Cost Management Plan for the project you selected in Unit 1.
● Create the Cost Baseline for the selected project.
● Please go to the internet for templates or documents that can help you meet the
requirements.
● The templates or documents that you use must meet all criteria specified in the
grading rubric below.
Components

Title page formatted in APA 6th edition style with the following information: Title
of the paper, your name, course number and section number, and date.
● A table of contents using the following headers: Introduction, Cost Management
Plan, Cost Baseline, Conclusion, and References.
● A minimum of three scholarly journal and textbook source references cited and
credited according to APA 6th edition formatting style using a minimum of six intext citations.
● The paper should be focused and to the point, containing between 600–800
words specific to the table of content items (excluding references).
Directions for Submitting your Assignment:
To submit your Unit 3 Assignment, upload all Assignment documents to the Unit 3
Assignment Dropbox. Make sure that you have saved a copy of each of the files you
submit for this Assignment.
Page 1 of 2
Unit 3 [GM592]
GM592 Unit 3 Assignment: Cost Management
Points
Possible
Points
Earned
Content (0-50 points)
1. Cost Management Plan
Includes the units of measure.
Includes the level of precision.
Includes the level of accuracy.
Discusses the organizational procedures links.
Includes the control thresholds.
Discusses the rules of performance measurement.
Provides the reporting formats.
Includes additional details as necessary.
2. Cost Baseline
Reflects costs based on the work packages in the WBS.
Costs are displayed for a project of at least 3 months.
Totals are provided based per WBS item and per month.
Analysis (20 points)
Response exhibits strong higher-order critical thinking and
analysis (e.g., evaluation). Paper shows original thought.
Analysis includes proper classifications, explanations,
comparisons and inferences.
Critical thinking includes appropriate judgments, conclusions
and assessment based on evaluation and synthesis of
information.
Writing (15 points)
Grammatical skills are strong with typically less than one error
per page. Correct use of APA 6th edition.
Appropriate to the Assignment, fresh (interesting to read),
accurate, (no far-fetched, unsupported comments), precise (say
what you mean), and concise (not wordy).
Paper is in 12-point font, and double-spaced with a double
space between. Paper is free of serious errors; grammar,
punctuation, and spelling help to clarify the meaning by
following accepted conventions. At least three scholarly journal
and textbook sources are cited and referenced in APA 6th
edition format. Content is between 600–800 words specific to
the table of content items (excluding references).
Total
25
25
7
7
6
5
5
5
85
Page 2 of 2
Scope Management and WBS
Ryder-Pepsi Scope Management and Work Breakdown
Structure
Kevin Moseley
Purdue University Global
Dr. Jennifer Fleming
GM 592
1
Scope Management and WBS
Table of Contents
Introduction
Page 3
Project Scope Statement
Page 3
Work Breakdown Structure (WBS)
Page 5
Conclusion
Page 5
References
Page 7
2
Scope Management and WBS
Introduction
When conducting a project, Project Managers (pm) must keep track of the timeline and the
responsibilities of the project. Enforcing the scope and creating a work breakdown structure will help
the PM control the flow of the project from the beginning to the end. My plans is to work with Ryder
System, Inc. to open warehouse services to Pepsi in Brampton, Ontario taking over their current third
party logistics provider.
Project Scope Statement
Ryder System, Inc. currently is operating at a Pepsi warehouse facility as a third party in Tracy,
California and we want to capture the market in Brampton, Ontario. By the end of the project we will
fully take control of all warehouse operations including:

Project management

Inventory control
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Scope Management and WBS

Staffing

Human resource

Shipping

Facilities

Finance
Before we take full responsibility of the deliverables listed above, we will be responsible for getting
current inventory from the current third party warehouse company over the facility and also doing a
physical inventory of our own once we take possession of the warehouse. Our team needs to find out if
the current staff works with the previous company or if they are Pepsi associates that can be convert
over to Ryder. Our Legal team will have to study the laws of Canada and know how to address situations
that differ from the United States of America (Baar & Jacobson, 2004). Our human resource team will
aide in hiring and documentations for employees in Canada. Before we start our operation, we will need
to build relationships with the freight carriers that are transporting the loads and find out contact
information for scheduling appointments for drop offs and pickups. Ryder facilities team will need a
blueprint of the warehouse to get utilities and signage set up. Lastly, we will need to gather a plan on
finance metrics that Pepsi and Ryder agree on that are in regards of running their operations.
There are a few constraints to this project startup such as:

Unit of measure and speed

Legal laws in Canada

Support team from United States of America
These constraints could hold back the initiation or progression of the project. In America we use LBS and
MPH but in Canada it is used at KG and KPH. This will need to be corrected for signage around the facility
and for bills of lading information. Another constraint is understanding every Canadian law and statue
4
Scope Management and WBS
there so we do not impose any fines or violations for the company. The last constraint will happen from
the United States of America employees that are coming to Canada to help out with the project.
Work Breakdown Structure
Listed above in the WBS are the objectives to accomplish for the project to be successful. The seven
deliverables are: Project Management, inventory control, staffing, human resource, shipping, facilities,
and finance. The work packages would be administration, physical inventory check, training program
materials, new hires, scheduling, equipment and supplies, and financial metrics. Once we successfully
have each of those work packages completed we are closer to finishing off the project (Hauser, 1994).
The elements in this WBS control accounts would be inventory control, shipping, facilities, and finance.
Conclusion
In conclusion, PM’s need to have control over every aspect of this project to ensure that we are
delivering the service that was presented to the customer (Mansuy, 1991). Time management and
5
Scope Management and WBS
finishing the project on time is imperative for the customer as well because it could cost us more money
to operate longer than we expected (Postula, 1991). Creating a WBS is a great visual tool for
stakeholders to view what we have planned and upcoming in regards to their project. Some may have
suggestions to change some parts and that is fine because we want to deliver a good service to them.
6
Scope Management and WBS
References
Baar, J. E., & Jacobson, S. M. (2004). The keys to forecasting-#2 work breakdown structure. Cost
Engineering, 46(3), 12-14.
Hauser, M. A. (1994). WBS development for an $11 billion transportation project.Transactions
of AACE International, 1994, 7.
Mansuy, J. (1991). Work breakdown structure: A simple tool for complex jobs.Cost
Engineering, 33(12), 15.
Postula, F. D. (1991). WBS criteria for effective project control. American Association of Cost
Engineers.Transactions of the American Association of Cost Engineers, , 7.
7
Ryder-Pepsi Warehouse Project
Kevin Moseley
Purdue University Global
Dr. Jennifer Fleming
GM 592
12/16/2018
1
Table of Contents
Introduction
Pg. 4
Responsibility Chart
Pg. 4
Gantt Chart
Pg. 6
Network Diagram
Pg. 7
Conclusion
Pg. 8
References
Pg. 9
2
Introduction
When conducting a project, Project Managers (pm) must keep track of the timeline and
the responsibilities of the project. Creating responsibility charts, Gnatt charts, and a network
diagram is a beneficial for the customer and team assisting in the project. Everybody involved in
the project will know their roles and what task they are responsible for so there will not cause
any confusion between team members. My plans is to work with Ryder System, Inc. to open
warehouse services to Pepsi in Brampton, Ontario taking over their current third party logistics
provider.
Responsibility Chart
As shown above, we are planning to have five major departments involved with the
success of this project. The five departments are; The Project manager, Facilities team,
Informational Technology (IT), Human Resources (HR), and the Safety team. Each department
will have their own individual team members to assist with the tasks assigned (Herroelen, 2005).
3
The project manager responsibility will be to oversee the entire project and ensure that each
department is getting their tasks done in a timely manner. The Project manager will also be in
responsible for hiring the third party companies.
The Facilities team will be responsible for ordering and setting up in the warehouse our
signs, forklifts, walkies, battery station, and switcher trucks. They also will be responsible for
regular maintenance issues such as; the pallet racks being stuck, dock door or plate not working,
or if the equipment is having issues. The Safety team will work alongside the facilities team to
evaluate if the equipment is safe and if the signs are hanging in safe locations. Safety team will
also be responsible for training new associates of safe practices in the warehouse and monitoring
the safety on the day to day operations for all associates and managers.
HR responsibility will be to hire new associates and if there was existing staff from the
previous company they will convert them over to Ryder. They will also be responsible for
training the associates on the clocking in and out procedures, culture of our company, and shift
plans for each associate. Our IT team will be responsible for setting up the internet network and
ordering all of our electronics such as; TV’s, computers, printers, mobile scanners, and installing
the time clock for the associates. IT will also be responsible for trouble shooting the day to day
technical issues within the warehouse or with the equipment.
4
Gantt Chart
Figure 1.2 is a Gantt chart of the Ryder-Pepsi Warehouse WBS activities. This chart is a
visual that shows the various tasks that we would need to complete in the recommended days to
launch our warehouse project (Pankaja, 2005). According to our critical path, we will work on
the tasks that would take the longest to complete first such as purchasing and receiving the
forklifts, walkies, switchers, and hiring associates. Not only because the tasks take longer to
complete but they are also the most important to keep up and maintain during our day to day
operations.
5
Network Diagram
1
1
1
Start
1
1
58
25 25
A
0 25
8
E
53
3
I
0
= Critical Path
ES
LS
6
Duration
Task
Slack
EF
LF
26
26
8
9
25
62
3
2
61
69
21 46
B
0 46
27
27
7
F
53
15
10
68
69
2
J
0
5
1
70
71
14 60
C
0 60
28
28
3 18
G
53 71
1
2
K
0
7
1
72
73
72
14
D
0
74
74
3
H
53
21
2
L
0
9
74
74
Finish
The Network Diagram is designed to show illustrations of the start of the project to the
end of the project with incorporating the tasks associated with it (Jarsky, 2011). Listed above is
the Network Diagram for the Ryder-Pepsi Project and the duration of task completion along with
start dates. Within the network diagram it is preferred to start with the tasks that are going to take
longer to complete and most relevant to the project.
Conclusion
It is imperative that Project Managers who are conducting a project must keep track of
the timeline and the responsibilities of the project. Responsibility charts, Gnatt charts, and a
7
network diagram is definitely beneficial for the customer and team assisting in the project. Our
plan is to start this project December 22nd and the estimated completion date is March 19th.
8
References
Herroelen, W. (2005). Project scheduling-theory and practice. Production and Operations
Management, 14(4), 413-432.
Jarsky, C. (2011). On computer modelling of the building process in construction planning and
management. Organization, Technology & Management in Construction, 3(2)
Pankaja, P. K. (2005). Effective use of gantt chart for managing large scale projects. Cost
Engineering, 47(7), 14-21.
9

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