Graded Case Study 1, Part II

Graded Case Study 1, Part II

Graded Case Study 1, Part II

Graded Case Study 1, Part II
Initiating
When Feinberg and his senior management team reviewed the list of proposed projects, they were pretty
convinced that they should pursue the industrial lighting retrofit project, to take advantage of current
programs offering tiered incentives on kWh reductions. For Feinberg, this project seemed like “low hanging
fruit” when it came to energy savings for the company.
Feinberg and Scott spoke with Sam Massoni, the program manager for American Grid, to learn about the
utility’s lighting retrofit program, including incentives and program requirements. After that, they assigned an
internal project coordinator, Vivian Liu, to serve as the project manager for the initiative.
Liu already had several time-consuming projects on her plate and wasn’t eager to add another one, but she
knew most of her colleagues were in the same boat. She knew she would have to work as efficiently as
possible, while trying not to get bogged down in too many unnecessary steps.
After several meetings with Scott to understand project requirements and scope, Liu created a stakeholder list.
Because the lighting retrofit was largely concerned with energy efficiency, she selected the same stakeholders
that were included on a recent project implementing GPS technology to remotely monitor idling and fuel
consumption patterns of Fabricant’s distribution vehicles. For this particular project, however, she added
Massoni as an external stakeholder and project consultant. She figured it would be good to include at least one
external perspective, as long as it wasn’t a negative one. If there was one thing Liu had learned on previous
projects, it was that negative stakeholders are incredibly difficult and time-consuming to work with.
Stakeholder List
Name Role Interest Power Classification
Lee Feinberg CEO High High Positive
Janice Scott Strategic Planning Medium Medium Positive
Sam Massoni Program Manager, American Grid High Medium Positive
Paul Callahan Distribution Logistics Manager Medium Low Neutral
Transportation Specialists Truck Drivers High Low Neutral
Elwood Vaughn Systems/IT Director Medium Low Neutral
Trudy Noble Environmental Manager High High Neutral
Jeff Salvatore PR/Communications Manager Medium Low Neutral
When identifying the lighting retrofit project team, Massoni also listed the same team of professionals from
QSO 640: Project Management
Copyright &copy; 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited. <br>PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI
Registered Education Provider logo are registered marks of the Project Management Institute, Inc.the GPS remote monitoring technology project. From what she could tell, these people all had a solid
understanding of the cost/benefit economics and environmental impacts of fossil fuel usage and could ensure
a successful outcome.
Project Team
Vivian Liu Project Manager
Sam Massoni Program Manager, American Grid
Paul Callahan Distribution Logistics Manager
Elwood Vaughn Systems/IT Director
Trudy Noble Environmental Manager
Perry Silverman Finance Analyst
Jeff Salvatore PR/Communications Manager
Emmitt McAuley Occupational Safety and Health liaison
Matt Stevens Strategic Planning Assistant
Because most of the project team members had worked together on the GPS technology project and others
like it, Noble suggested that they review the lessons learned they had captured at the conclusion of the last
project. Others concurred, but Liu did not believe those lessons needed to be considered, especially with so
many other things to do to get started. “I think we all know where things got off track the last time. I’m sure
we won’t make the same mistakes again. Besides, we’ll have a consultant from American Grid helping us out
this time.”
Liu’s next step was to establish the project’s boundaries and to communicate clear acceptance criteria to the
project team and stakeholders. She engaged Mitch Cyterski, Fabricant’s Head of Facilities, and several of his
staff to identify the project’s acceptance criteria because they had the functional knowledge pertaining to all
facilities’ infrastructure and operation, including lighting systems.
Acceptance Criteria:
Replacement of all metal halide and T-12 fluorescent lighting fixtures with energy-efficient options
Installation of sensors in all offices, warehouses, production facilities, and break rooms
Baseline computer simulation model to measure and verify ongoing energy savings from the project
Life cycle cost analysis and economic evaluation for each new fixture
Documentation of maintenance standards
After Liu shared the stakeholder list and acceptance criteria with Feinberg and Scott to solicit their input, she
QSO 640: Project Management
Copyright &copy; 2014, %year% MindEdge Inc. All rights reserved. Duplication prohibited. <br>PMP, PMI-ACP, PMI-RMP, PMBOK, and the PMI
Registered Education Provider logo are registered marks of the Project Management Institute, Inc.