1

PROJECT LEADERSHIP AND

STAKEHOLDER MANAGEMENT PLAN
COFFEE BAR



PUBLIX
2111 CAPITAL CIR NE
TALLAHASSEE, FLORIDA 32308-4303


Report authored by Awesome-r Consultant Firm: Beth Holz, Spencer Giam,
Ed Herbst, Darius Kwa, and Jacob McMillan

APRIL 1, 2014


2

TABLE OF CONTENTS
INTRODUCTION ........................................................................................................................................................................... 4
STAKEHOLDER MANAGEMENT STRATEGY ................................................................................................... 4
IDENTIFY STAKEHOLDERS ............................................................................................................................................ 4
DEFINITION OF STAKEHOLDER.............................................................................................................................. 5
KEY STAKEHOLDERS ........................................................................................................................................................ 5
STAKEHOLDER ANALYSIS .............................................................................................................................................. 6
Figure: 1 Power Interest Grid ................................................................................................................................ 6
STAKEHOLDER ANALYSIS MATRIX .................................................................................................................... 7
Table 1: Power/Interest Table ................................................................................................................................. 7
Table 2: Stakeholder Analysis Matrix .................................................................................................................... 8
CHANGE MANAGEMENT PLAN ..................................................................................................................................... 10
CHANGE MANAGEMENT APPROACH & CHANGE PRIORITIZATION........................................................... 10
Figure 2: Change Management Approach .......................................................................................................... 10
Figure 3: Categories for Change ............................................................................................................................. 11
DEFINITIONS OF CHANGE ........................................................................................................................................ 12
CHANGE CONTROL BOARD .......................................................................................................................................... 12
Table 3: Change Control Board List ...................................................................................................................... 13
ROLES AND RESPONSIBILITIES.................................................................................................................................. 13
CHANGE CONTROL PROCESS ...................................................................................................................................... 14
Figure 4: Change Control Process ......................................................................................................................... 14
RISK MANAGEMENT PLAN ............................................................................................................................................. 16
TOP THREE RISKS ............................................................................................................................................................. 17
Risk Identification............................................................................................................................................................... 17
Risk Classification and Prioritization ........................................................................................................................... 17
Table 4: Probability-Impact Matrix ...................................................................................................................... 18
Figure 5: Example Risk Classification Table ..................................................................................................... 19
Risk Management Approach ........................................................................................................................................... 19
Figure 6: ACF Risk Response Process Model .................................................................................................... 19
Risk Response ...................................................................................................................................................................... 20
Risk Monitoring ................................................................................................................................................................. 20
Risk Mitigation and Avoidance .................................................................................................................................... 20
RISK REGISTER ....................................................................................................................................................................... 21

3

REFERENCES ......................................................................................................................................................................... 22
Appendix A-Risk Register .................................................................................................................................................. 23



4

INTRODUCTION
The purpose of the following plan is to create a process by which Awesome-r Consulting
Firm (ACF) and key stakeholders will interact and communicate, manage change, and
address risks during the coffee bar project. This document is organized in three sections.
First, the Stakeholder Management Strategy clearly identifies each stakeholder and defines
the stakeholders role in the coffee bar project. Secondly, this plan outlines a change
management procedure to be followed by ACF and stakeholders designed to define change
and manage change properly. Finally, this plan identifies the major risks associated with
the coffee bar project and presents a plan of action to minimize the most significant risks.
STAKEHOLDER MANAGEMENT STRATEGY
This section identifies and introduces the stakeholders for the PUBLIX Coffee Bar project
and discusses their various interests and level of influence on the project. ACF conducted a
stakeholder analysis to measure the power stakeholders possess and the interest levels of
each phase of the project. The purpose of this Stakeholder Management Strategy is to
effectively manage stakeholders in order to gain support, and anticipate any potential
resistance or conflicting interests among the projects stakeholders. To present this
strategy, we will structure the document into the following segments:
Identify Stakeholders. The methodology and selection criteria of
stakeholders will be discussed. The product of this segment will be a
comprehensive list of stakeholders associated with the project.
Key Stakeholders. Key stakeholders may require more communication and
management throughout the projects lifecycle and it is important to identify
them to seek their feedback.
Stakeholder Analysis. The project team will analyze the list of identified
stakeholders, and propose ways to categorize them according to their level of
impacts (e.g., power, influence, and project involvement).
IDENTIFY STAKEHOLDERS
Identification of stakeholders is the first step in this meta-strategy for project
management. The project team conducted an internal brainstorming session to 1)
establish the criterion/definition of a stakeholder and 2) identify all stakeholders
(major or minor) involved in the project. This identification process will also be
iterative as new stakeholders are often identified by existing ones. The project team will
work with the project sponsor to continually manage stakeholders and ascertain their
perceived role/impact to the project.

5

DEFINITION OF STAKEHOLDER
Stakeholders are persons or organizations (e.g., customers, sponsors, performing
organization, or the public), who are actively involved in the project or whose interests
may be positively or negatively affected by the performance or completion of the project
1

The project team will reference PMIs definition of a stakeholder, and developed the
following criteria to determine if an individual/group will be included as a stakeholder:
1) Will the person or their organization be directly or indirectly affected by this
project?
2) Does the person or their organization hold a position from which they can
influence the project?
3) Does the person have an impact on the projects resources (material,
personnel, funding)?
4) Does the person or their organization have any special skills or capabilities
the project will require?
5) Does the person potentially benefit from the project or are they in a position
to resist this change?
Individuals/groups that meet any of the criteria above will be considered as a
stakeholder for the project. In addition, the project team will further classify
stakeholders into external and internal parties to facilitate communication and
stakeholder management.
KEY STAKEHOLDERS
From the list of stakeholders determined above, the following criteria will be used in
conjunction with the develop list (from the previous section) to identify key stakeholders
of the project:
1) Does the person or their organization potentially have the most influence / be
most affected by this project?
2) Does the person or their organization potentially pose significant resistance
to change brought about by the project?
3) Does the person or organization require more communication and
management throughout the projects lifecycle?

1
Adapted from PMI

6

Once key stakeholders have been identified, the project team will proceed to develop a
plan to constantly obtain their feedback on their desired level of participation,
frequency and type of communication, and any concerns or conflicting interests they
may have. In terms of communication and protocol, individual Project Managers will be
the liaison to the group of key stakeholders for the respective phases.
STAKEHOLDER ANALYSIS
To conduct stakeholder analysis, the project team will utilize a power/interest grid (See
Fig. 1) to categorize/classify the entire list of stakeholders.
FIGURE: 1 POWER INTEREST GRID
2


The grid is constructed via two axes influence/power and interests. Stakeholders may be
categorized into one of the four quadrants illustrated above. The respective stakeholder
management plan for each quadrant is as follows:
Meet their needs. This group of stakeholders (e.g. construction companies,
marketing firms) possess expertise knowledge/resources crucial to the success of
the project, but may not have substantial vested interests in the project.

2
Bryson, 1995

7

Least important. This group represents stakeholders who have less influence and
interests over the project (e.g. ground level Publix employees and ancillary staff).
The project team will utilize general communication platforms such as e-mail,
telephone conversations to maintain necessary linkages with this group, and keep
them up to date with salient information on the progress of the project.
Key player. This group of stakeholders will most likely be involved in the majority
of decision-making processes or in charge of policy/governance related issues. They
include our project sponsor, Publixs executive management committee and the
branch manager of Publix Centreville. The project team will focus our efforts on this
group and engage them in constant and regular meetings/updates.
Show consideration. This group of stakeholders are potential supporters/goodwill
ambassadors for the project (e.g. nearby resident communities, work place / offices
etc). To this end, the project team will endeavor to solicit their contribution to the
project by capitalizing on low-risk areas for collaboration. Marketing efforts will
also be extensively applied to this group.
STAKEHOLDER ANALYSIS MATRIX
The chart below will be used to establish stakeholders and their levels of power and
interest for use on the power/interest grid as part of the stakeholder analysis. (For both
power and interest, a scale of 1 5 is used, with 1 being the least significant and 5
having the greatest significance. The quadrant that stakeholder is categorized into is the
same as Fig. 1)
TABLE 1: POWER/INTEREST TABLE
Key Organization Name Power (1-5) Interest (1-5)
A Regional Mgt -
Operations (Internal)
Jim Klein 5 5
B Store Mgt (Internal) A. Darabi 4 4
C Marketing (Internal) Kim Zhang 4 2
D Training (Internal) Tiffany Chia 3 3
E Operations Publix
Centerville (Internal)
Felicia Chan 3 5
F Construction (External) Kayla Kwa 3 5
G Trial Customer Mikaela Giam 2 3

8

(External)
H Building Construction
(External)
Caleb Ng 5 3
I Centerville Resident
Committee (External)
Naomi Goh 2 3
J Shift Managers - Publix
Centreville (Internal)
John Smith 2 4
K Other Employees
Publix Centreville
(Internal)
See PUBLIX
employee directory
1 2

From the chart above, the stakeholder analysis matrix (below) will capture stakeholder
concerns, level of involvement, and management strategy based on their respective
categories. The stakeholder analysis matrix will be reviewed and updated throughout
the projects duration to capture new concerns or stakeholder management strategy
efforts.
TABLE 2: STAKEHOLDER ANALYSIS MATRIX
Stakeholder Concerns Quadrant Strategy
A Ensuring project
completion by stipulated
date and on / under
budget
Key Player Constant meetings / discussion
to game through major
decisions. Regular updates to
executive management board.
B
C Having sufficient time and
resources to permeate
marketing efforts
Meet their
needs
Vet through marketing strategy
and allocate resources first.
Continue to update marketing
on the progress and
development of construction so
that they may sync their
marketing efforts to it.
D Knowing the operational
requirements of the
Coffee Bar and
establishing Key
Performance Indicators
Key Player Link up with Training Officer of
ACF for collaborative efforts to
designing ADDIE-specific
training program

9

E Ensuring the construction
does not affect daily
operations
Key Player Involve her in all meetings and
keep her up to date with all
changes so that she may pre-
empt / de-conflict issues on the
ground
F Ensuring raw materials
arrive on time and
building schedule is on-
time and building quality
is up to par
Key Player Assigning one team member to
be the Point of Contact with
construction firm and Building
Construction Authority
(preferably with relevant
experience in construction)
G Coffee Bar is fully
operational during trial
and leaving time
(between trial and actual
opening) for
improvements
Show
consideration
Solicit feedback from the start
on possible areas for
improvement based on
experience and ballpark a time
required to implement
solutions, working backwards
from the official opening date.
H Building Quality is up to
par in terms of safety and
regulations
Meet their
needs
Arrange for regular inspections
before the official inspection
date. Set aside funds for over-
time work.
I Renovation work could
create unnecessary noise
/ dust around their
residence
Show
consideration
Carry out renovation only
during working hours. Send out
fliers / posters to inform and
apologize for inconveniences.
Provide coupons for opening
day specials / door busters.
J Ensure proper handing /
taking over of work site
Show
consideration
Provide proper documentation
and system for handing /
taking over.
K Noisy and unhealthy
working environment
Least
Important
Provide facial masks to block
out dust, ear plugs for noise
where possible


10

CHANGE MANAGEMENT PLAN
This section details the Change Management Plan. ACF recognizes that projects are often
subjected to change regardless of scale. The purpose of this section is to inform all
stakeholders on the process ACF will be instituting with regard to the management of any
change initiative. The proposed strategy for managing change is presented in the following
sub-sections.
Change Management Approach. The approach to how change is identified,
prioritized, executed and managed is described in this section.
Change Control Board. The roles and responsibilities of personnel responsible
for the proposal and approval of change initiatives are explained in this section.
Change Control Process. The process of ensuring that change occurs in a
controlled and systematic manner is detailed in this section.
CHANGE MANAGEMENT APPROACH & CHANGE PRIORITIZATION
To ensure that ACF adopts a consistent approach towards change, the project team will be
adhering to the following change management approach in dealing with all change
initiatives. The change management approach proposed for the Publix Coffee Bar Project is
premised on an objective Cost and Benefit Matrix (See Fig 2). The matrix determines the
priority and approach strategy for change proposals. As change proposals are identified in
the course of the project, the matrix aides in classifying the change, determines how the
project team goes about communicating the change, and facilitates change decision-
making.






FIGURE 2: CHANGE MANAGEMENT APPROACH

Archival Collaborative
Consultative Communicative
C
o
s
t

/

I
m
p
a
c
t


Expected Benefit

11

The change management approach allows ACF to classify the changes and determine the
management approach strategy. Benefit is defined as changes to the scope as deem
beneficial and necessary by the sponsor and the client. Cost is defined as resource
implications to schedule and budget.

Archival Approach. Where changes are deemed to be high in cost and low in benefit,
they will be documented and archived as proposals.
Collaborative Approach. Where proposed changes are determined to be high in cost
and high in benefit, ACF will collaborate with stakeholders to implement the change
in the most optimal manner possible.
Consultative Approach. Where proposed changes are determined to be low in cost
and low in benefit, ACF will begin consulting affected stakeholders to determine
applicability and feasibility. Post consultations may elevate the benefit of the
proposed change.
Communicative. Where proposed changes are determined to be low in cost and high
in benefit, ACF will seek immediate approval for implementation.

In addition, once ACF categorizes change requests based on the above model, ACF will then
use an adapted model from Dunphy and Staces (1992) Typology of Change (See Fig 3) to
prioritize the change. As proposed changes are identified and defined, they are broadly
categorized as either Incremental or Transformational types. Incremental changes can be
incorporated into the project with little or no impact to time and money by optimizing the
resources and project activities. Transformational changes, such as scope related changes,
will involve more deliberate planning and management of resources and activities.
FIGURE 3: CATEGORIES FOR CHANGE
C
a
t
e
g
o
r
y

Incremental Transformational
CAT 1: High Impact to Benefit/Necessity
Low Impact to Budget/Schedule
CAT 2: High Impact to Benefit/ Necessity
High Impact to Budget/Schedule
CAT 3: Low Impact to Benefit/Necessity
Low Impact to Budget/Schedule
CAT 4: Low Impact to Benefit/ Necessity
High Impact to Budget/Schedule


12

ACF will prioritize proposed changes according to its allocated Category. CAT 1 changes are
given the highest priority and will be expedited accordingly. Prioritization follows with
CAT 2, CAT 3 and finally CAT 4. While this section only discusses change across the
variables of cost and benefit, ACF will further determine the feasibility of any proposed
change with reference to the Risk Management Plan (detailed in a subsequent section).
Categorizing the change and prioritizing the change will expedite the change process
allowing necessary changes to be communicated and addressed immediately.
DEFINITIONS OF CHANGE
When there are deviations from the approved project scope and work breakdown
structure, implications to scope, budget, and schedule may occur. Changes may affect
one or more of these factors. This section serves to explain what these factors are and
how they relate to the Change Management approach.
Scheduling: Changes associated to scheduling will impact the approved
project schedule. Depending on the impact to the schedule, the schedule may
be optimized to incorporate the change, or a complete re-scheduling of the
project may be required.
Budget: Changes associated to budget will impact the approved project
budget and the availability of funds for the different phases of the project.
Depending on the impact to the overall project budget, funds can be
reallocated, or a re-approval of a new budget may be required.
Scope: Changes associated to scope will impact types of work and final
deliverables of the project. Depending on how beneficial and necessary the
proposed changes are, fine tuning can be implemented to incorporate the
change, or a revision to the scope statement and work breakdown structure
may be required. Changes associated with scope will often implicate budget
and schedule as well.
CHANGE CONTROL BOARD
This section describes the purpose, roles and responsibilities of the Change Control Board.
It identifies the board members and the individual roles and responsibilities involved with
regard to change management. The Change Control Board (CCB) is the final approval
authority for all proposed changes for the Publix Coffee Bar project. The CCB serves to
review, prioritize, and evaluate change request and will also define how the proposed
change impacts project scope, cost, and schedule. Once evaluated, the CCB will approve or
disapprove changes. The CCB for the Publix Coffee Bar project comprises the following
members.


13

TABLE 3: CHANGE CONTROL BOARD LIST
Name Position CCB Role
Jim Klein Regional Manager (Publix) CCB Chair
A. Darabi Publix Store Manager (Publix) CCB Co-Chair
Beth Holz Project Manager (ACF) CCB Secretary
Felicia Chan Operations Manager (Publix) CCB Member
Tiffany Chia Training Manager (Publix) CCB Member
Jacob McMillan Client Liaison (ACF) CCB Member
Spencer Giam Project Operations Lead (ACF) CCB Member
Darius Kwa Building & Construction Lead (ACF) CCB Member
Ed Herbst Project Financial Officer CCB Member
ROLES AND RESPONSIBILITIES
Unplanned changes are often proposed during the execution phase of the project, ACF
deems it critical that the roles and responsibilities be clearly described in order to set
expectations and facilitate smooth work processes. The roles and responsibilities for key
members for the management of change related issues are as follows:
Project Sponsor. The project sponsor, Mr. Klein, will be the de-facto chairman of the
CCB. The project sponsor is the approving authority for all CAT 2-4 changes to the
budget, schedule, and scope of the project. The store manager, A. Darabi, has CAT 1
approval authority.
Project Manager. The project manager is the secretary of the CCB and assists the project
sponsor in collating all proposed changes from stakeholders. The project manager will
lead the project team in the initial categorization and cost/benefit analysis of the
proposed change prior to any CCB meeting. On the basis of the assessment, the project
manager will make objective recommendations to CCB for the approval or rejection of
the proposed change.
Project Team/Stakeholders/Change Initiators. Only project team members and key
stakeholders are authorized to propose changes to the project. Change request raised
from non-CCB personnel will require a member sponsorship from one of the

14

members of CCB. The project team will provide information and details of the proposed
change to the CCB (See Change Control Process for Change Proposal Checklist).
CHANGE CONTROL PROCESS
All proposed changes to the Publix Coffee Bar Project will adhere to the following change
control process. The process is designed to effectively identify, categorize, assess and
implement proposes changes during the course of the project. See Fig 4 for details.
FIGURE 4: CHANGE CONTROL PROCESS


















Change
Request
Sponsored
by CCB
member?
All required
information
clarified
Information Checklist

- Description of change
- Impact to scope
- Impact to cost
Impact
to
Benefit
Impact
to
Budget
&
Impact
to
Budget
&
Seek
Sponsor
Communicate to all affected
stakeholders
C
A
Yes
Yes
High Low
High
C
A
Low Low
High
C
A
C
A
Change Request
Documentation
Expedited Change Request
Change
Approved
?
Cost Benefit Analysis
Communicate to Influence
Ad-Hoc CCB Conferred
Change Request
Documentation
Consultative Cost Benefit
Analysis & Feasibility Study
Collaborative Cost Benefit
Analysis
Resource Reallocation Plan
Risk Mitigation Plan
Presentation & Review of
Change at Scheduled CCB
Archive
Change
Docs
No
No
Yes
Allocate Resources
Implement Change & Fortnightly
Update to CCB & Client

15

The Change Control Process is presented as an integrated flow-chart model that infuses the
three stages of Categorization, Evaluation & Approval and Implementation. As proposals
are categorized into their corresponding change category, the proposals will be assessed in
accordance to their priority. Once a decision is made at CCB, the change will be either
implemented or be archived as part of a complete documentation process. This ensures
that all changes receive adequate attention and are planned for optimal impact to the
project. The project manager has overall responsibility for executing the change
management process and will ensure that all proposals comply with the procedures stated.


16

RISK MANAGEMENT PLAN
ACF provides this risk management plan to establish a framework in which the project
team will identify risks and develop strategies to mitigate or avoid risks common to myriad
projects. In general, capital projects
1
present enormous challenges to project scope, time
and cost. Adding to these challenges, ACF conducted research
2
, and found that new
entrants to the retail coffee industry routinely suffer from being unprepared for operations
beyond initial opening. This lack of foresight often results in poor customer service, poor
product quality, leading to few, if any, repeat customers. Therefore, ACF will double down
its efforts to mitigate risks through appropriate command and control measures
throughout all phases of construction and start-up efforts. Beyond the construction phase,
ACF is equally focused on ensuring Publix Coffee Bar management and staff can maintain a
high-level product and superior customer service, and in turn enjoy the benefits of return
visits, positive word-of-mouth advertising and increased revenues. While controlling
initial costs are of the utmost importance, ACF also recognizes the importance of the Coffee
Bars visual appeal and customer service on first time customers. ACF will work closely
with stakeholders to ensure that risks to the Coffee Bar project are dealt with
appropriately.
This plan documents the processes, tools and procedures that will be used to manage and
control those events that could have a negative impact on the Publix Coffee Bar project. It
is the controlling document for managing and controlling all project risks. This plan will
address:
Risk Management Approach
Risk Identification
Risk Monitoring
Risk Contingency Planning
Risk Mitigation and Avoidance
Risk Tracking and Reporting (Risk Register)

The overall risk rating for this project is Medium. The combined Project Risk Rating is
3.06 on a scale from 1.0 to 5.0. The project risk score is the average of the risk scores of
the most significant risks to this project.
The ACF team has established a very solid foundation from which to perform Risk
Management by providing a high level of accuracy and completeness in the following
previous project plan elements:
Work scope, schedule, resources, and cost elements via completed and accepted
project charter, project scope and WBS
Established baseline reporting requirements to occur at monthly intervals
Defined Risk Management Roles and Responsibilities, included in both the project
scope document as well as this document

17

Developed Stakeholder and Communications plan to ensure risk is communicated
and dealt with appropriately
Developed a change management process to initiate changes while avoiding risk
TOP THREE RISKS

RISK IDENTIFICATION
In addition to the necessary attention given to the project deliverables, assumptions,
constraints, WBS, and other charter and scope documents, the project manager held a
brainstorming session and concluded with a risk assessment meeting with stakeholders to
identify the initial project risks. It is important to point out in this document, that Risk
Management is not a static event and as such, ACF has adopted a risk identification
philosophy that champions engagement and action at all levels at all times. Although the
responsibility for managing risk is shared among all the stakeholders of the Publix Coffee
Bar project, decision authority rest solely with the Project Manager. Table one details
specific responsibilities and aspects of risk management information and decision flow.
RISK CLASSIFICATION AND PRIORITIZATION
Classification and prioritization will be used to determine what risks to respond to and
which risks can wait. The project team determined severity of the risks using two factors:
probability and impact. The project manager utilized a probability-impact matrix, Table 2,
to classify risks.
Scope Creep
Inherent to all projects are the risks associated with scope creep. Generally this
occurs due to poor analysis, communication, misunderstanding of project
complexity, and lack of change control. To mitigate this risk the project
manager will work closely with stakeholders and follow established change
management procedures.
Sub-contractor mismanagement of schedule and budget
Project execution reilies on sub-contractors who can deliver on-budget, on-
schedule, and meet quality and performance specifications. To mitiate sub-
contractor risk, ACF will use a pre-qualification process for all subcontractors
and develop a sub-contractor agreement that stipulates the scope of work, change
orders, timeline, compliance, and guarantee of work.
Customers don't like product or service
Customer satisfaction is paramount to Coffee Bar success. While personal choice
is subjective in nature, the PM will ensure that through research and literature is
reviewed regarding the design and aestetics, equipment, and ingredients prior to
purchasing. Additionally, a one-week soft opeing perior will be used to enhance
barista profieciency and test product quality.

18

TABLE 4: PROBABILITY-IMPACT MATRIX
Probability of Occurrences Catastrophic
c
Critical Moderate Minor Negligible
Definition Meaning Value (A) (B) (C) (D) (E)
High greater
than 70%
chance
- Occurs
frequently
-Action must
be taken to
change
events


5


5A


5B


5C


5D


5E
Medium
between 50
and 70%
chance
- Occur
relatively
frequently and
must be
assessed


4


4A


4B


4C


4D


4E
Intermediate
between 30
and 50 %
chance
- Occurs
sporadically
and should be
communicated
with team






3

3A

3B

3C

3D

3E
Low between
10 and 30%
chance
- Unlikely to
occur

2

2A

2B

2C

2D

2E
Improbable
below 10%
chance of
occurring
- Highly
unlikely to
occur

1

1A

1B

1C

1D

1E

5A, 5B, 5C, 4A, 4B, 3A are High Risks
5D, 5E, 4C, 4D, 4E, 3B, 3C, 3D, 2A, 2B, 2C, 1A, 1B are Medium Risks
3E, 2D, 2E, 1C, 1D, 1E are Low Risks
The project manager, with input from the project team and stakeholders, will assess the
probability and impact occurrence for each identified risk using the above matrix. When
communicating risk, ACF will use a simple phrase based on the matrix to describe risk, such
as Catastrophic High. The below table gives some examples of risk qualification:


19

FIGURE 5: EXAMPLE RISK CLASSIFICATION TABLE

RISK MANAGEMENT APPROACH
The project manager, project team and project stakeholders will identify risk, assess
risk, and respond to risk throughout the lifecycle of the project. Those risks that are most
probable and have the highest impact have been added to the OPPM. Risk managers, as
assigned, will identify risks and respond according to this plan. As previously noted in the
WBS, the risk management process will continue through the completion of the project,
during the closing process, and as stated in the WBS, added to a lesson learned knowledge
base. The steps for dealing with risk are outlined in the below process model. All ACF and
key PUBLIX stakeholders should use this process:
FIGURE 6: ACF RISK RESPONSE PROCESS MODEL

This process applies to all identified risk; however, only RED and YELLOW risks as defined
by the Risk Probability-Impact table are required to be communicated to Publix Project
Sponsor. All GREEN risks can be addressed in accordance with the Risk Response Table by
Catastrophic
MEDIUM
Regulatory
Violations
Withdrawl of
product
manufacturer
Constructions
Delays
Critical LOW
Reoccuring
safety violations
that result in
serious injury
Construction
errors containing
regulatroy
viiolations that
pose direct
consequence to
operation
Moderate
MEDIUM
Construction
errors that pose
indirect
consequences to
the operaton
Minor
MEDIUM
No regulatoy
action
anticipated
Construction
errors containing
opportunities for
improvement
Negligible
IMPROBABLE
No regulatory or
compliance
violations
Make primary
Risk
Classification
Communicate
Risk to ACF or
Internal
Manager

ID Risk
Colloborate
with ACF
Project team
member to
make final
risk
classification

CLassify
Risk
Follow Risk
Management
Plan to
respond to risk
Document Risk
Resposnse
Mitigate
Risk

20

ACF without communicating the risk to other stakeholders, but the risk still must be
documented.
RISK RESPONSE
For each identified risk, a response must be identified. The project manager and
team will take the lead in providing a risk response for each risk. All project risks for the
Publix Coffee Bar will be managed and controlled within the constraints of time, scope, and
cost. The possible response options are:


RISK MONITORING
The project manager will inform Publix management of significant changes to risk
status via the OPPM Summary & Status report. Risk managers will provide updates during
bi-weekly project team meetings, where they will discuss the status of that risk; however,
only risks that fall in the current reporting period will be discussed. Status updates will
include the risk status, trigger conditions, and results from risk response documentation.
RISK MITIGATION AND AVOIDANCE
Mitigation activities will be documented in the Risk Register as a Risk Response, and
reviewed throughout the lifecycle of the project. They include:
Identification of potential failure/trigger points for each risk mitigation solution
For each failure point, document the trigger that indicates the event or factor has
occurred or reached a critical condition
Contingency plan for each failure point, which provides alternatives for correcting
the failure
Avoidance
Change to project
Transferrence
Shift impact to third party
Mitigation
Monitor and/or take action to reduce probability and/or impact
Acceptance
Accept the risk
Deffered
Address at a later time

21

RISK REGISTER
Risk tracking and reporting will be delivered via a Risk Register. The Risk Register
serves as a log to catalog identified risks, their probability, their impact, the mitigation
strategy, and when the risk will occur. The Risk Register will be maintained as an appendix
to this Risk Management Plan.

AUTHORIZATION

Approved by the Project Sponsor: Regional Manager Jim Klein.

Date:


22

REFERENCES
1. Adapted from PMI. http://www.pmi.org/Knowledge-Center/Knowledge-
Shelf/Stakeholder-Management.aspx. Accessed Mar 21, 2014.
2. Bryson, J. (1995) Strategic Planning for Public and Nonprofit Organizations (rev. edn),
San Francisco, CA: Jossey- Bass.
3. Dunphy, D.C., & Stace, D.A. (1992). Under new management: Australian organizations in
transition. Sydney: McGraw-Hill.


23

APPENDIX A-RISK REGISTER
Risk Identification Qualitative Rating Risk Response

Risk

WBS
Risk
Category

Probability

Impact
Risk
Score
Risk
Ranking

Risk Response

Trigger
Risk
Owner
Scope creep that results in
schedule delays and budget
overruns.
High
(4A)
High A 4 1 Implement communication plan,
breakdown project into, major
and minor deliverable,
determine critical paths and
Change Order
Increases to
budget,
resources, and
schedule.
Project
Mgr
(Beth)
Sub-contractor mismanages
schedule, resources and
budget requirements.
High
(4A)
High A 4 2 1. Use a pre-qualification process
for subcontractors and develop a
sub-contractor agreement that
stipulates the scope of work,
change orders, timeline,
compliance, and guarantee of
work.
Unprepared
during meeting.
Request for
additional
resources that
involve time,
money and staff
Jake
Customers arent satisfied
with product or service
1.4.1 High
(4A)
Med A 4 3 QA product in house and
customer satisfaction research.
Poor QA results Beth
Delay in obtaining necessary
business, health and safety
permits & licenses.
1.1.5
&
1.3.3
High
(4A)
Med A 4 4 Submit permit and license
requests early and coordinate
plumbing and electrical
inspection prior to build out.
Construction
and training
delays;
reinsertion
Darius
Delay in receiving required
coffee bar systems, materials,
supplies
1.2 High
(4A)
Med A 4 5 Develop adequate vendor and
resource list, make purchase
orders early.
Late/incomplete
purchase
requisitions
Jake

24

Risk Management plan is not
followed.
1.8 High
(4A)
Med A 4 6 Adjust risk management plan as
new risks are identified
Scope Creep Project
Mgr
Employee theft and/or
damage to received goods
delays project.
1.24 High
(3A)
Med A 3 7 Inventory and properly store all
materials. Set up proper security
and control methods
Materials
and/or
equipment not
available for use
Ed
Grand opening is delayed
more than 7 days.
1.7 High
(3A)
Med A 3 8 Develop Grand Opening OPPM to
track major milestones
Construction
delays,
insufficient
supplies
Darius
Employee (barista) training
is delayed or cancelled.
1.6.1 Medium
(2A)
Low A 2 9 Ensure contingency dates and
contacts with alternate training
consultants.
Notification
from vendor
Spencer
Employees fail to perform to
expected standard
1.6.3 Medium
(2A)
Low A 2 10 Utilize soft opening to train and
practice full coffee shop
operations.
Customer/staff
complaint
during soft
opening
Spencer
Marketing strategies fail to
bring new customers.
1.6.4 Medium
(2B)
Low B 1.4 11 Roll out multiple marketing
strategies early and survey
community to measure interest
in Publix Coffee Bar
Low soft
opening
customer traffic
numbers are
low
Ed
PUBLIX HR policies delay
hiring process.
1.5 Medium
(2B)
Low B 1.4 12 Advertise new position within
Publix network and external job
boards.
Lack of robust
applicant pool
Spencer