MGMT4140 Course SyllabusSpring 2012

Course Instructor: Jim Marlatt - For this course I will act like an executive providing you with expectations and resources you must use to organize and complete your work.

Office: S450G

Class: Koelbel 300 Tuesdays and Thursdays from 12:30 to 1:45

Cell Phone: 720-933-5541 (Don’t be afraid to call with questions 7 days a week anytime between 9 am and 7 pm)

Office Hours: Tuesdays and Thursdays from 10am to 11am and 2:00pm to 3:00pm or by appointment

Course SummaryThis project management course integrates many concepts and theories from your undergraduate course work into an applied project experience with a real company. Students are given a problem and then plan, execute and deliver a solution. This course requires extensive use of problem solving, research and communications.

Learning ObjectivesUpon completion of this course, students will demonstrate how to:

Identify the root cause(s) of a problem that, when solved, improves the organization’s performance,

Ask the right questions to discover accurate and useful information,

Define measurable project objectives, Identify and negotiate project scope that can be

accomplished during a semester-long project, Conduct company and industry research to help identify

and support your recommendations, Organize and manage your team, Identify and manage project milestones, Write professional-quality deliverables, Use graphs and tables to present information, Make effective presentations to groups, Provide constructive feedback. Incorporate feedback into project deliverables

Class AuthorityJim

Determines the grade you earned in the class,

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Calls on you for input during class and provides feedback (in addition to your grades) on your work,

Provides a different project grade for an individual student than their team receives if appropriate.

Students Determine how to communicate with your team, client

and Hitachi mentor, Provide constructive and timely feedback to Jim,

team members, Hitachi mentor and your client, Fire a teammate who is not contributing as agreed, Determine how to allocate work within your team, Perform the work as agreed.

Assignments Are Due at the Beginning of Class – No late assignments will be accepted Quizzes – (January 24th, February 14th and March 6th) 15% First Deliverable (February 23rd) 20% Interim Peer Evaluation (March 8th) 5% Draft Presentations (April 17th and April 19th) 10% Final Deliverable,(Due at the beginning of the final exam

period) 30% Final Presentations at Your Client (TBD) 20%

First Deliverable (20%) Cover Page (with contact info for team members, client

and Hitachi mentor - name, e-mail, cell phone #), Table of Contents (note changes to the class outline

based on client standards and procedures), Executive Summary, Industry/Company Background and KPIs, Project Purpose Breakdown, Project Charter, Breaking Assumptions, Roles and Responsibilities, Communications Plan, Work Breakdown Structure, Project Schedule and Key Milestones, Risk Management Plan, Supporting Research, Final Deliverable Outline.

Draft Presentation (Documentation due within 48 hours of your draft presentation) (10%)

Cover Page (with contact info for team members and client - name, e-mail, cell phone #),

Presentation Table of Contents, Presentation Audience and Purpose, Presentation Slides,

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Work Done to Prepare for Draft Presentation, Lessons Learned from Draft Presentation.

Final Deliverable (30%) and Final Presentation (20%) Cover Page (with contact info for team members and

client - name, e-mail, cell phone #), Table of Contents, Executive Summary, Final Deliverable Based on Final Deliverable Outline, Final Presentation, Meeting Notes, Status Reports, Graded First Deliverable and Summary of Changes Made to

the Project Plan Since the First Deliverable, Hard and Soft Copies (in SharePoint) of all Deliverable

and Presentation Files.  All of this should be bound in a three ring binder or spiral bound notebook

Class Schedule and Reading Assignments - All assignments are to be completed prior to the week assigned (except for week 1).

Week of January 17th Review the course syllabus and class expectations, Read Managing Client Projects – Chapters 1 to 6, Sign and return the business meeting code of conduct, Review and discuss reading assignments, Review project opportunities to determine student

interest,

Week of January 24th

Prepare for the project fair by reviewing project charters and identifying questions to ask company representatives,

Review and discuss Peer Evaluation, Quiz 1 - 5% (1/24) – covers all assigned reading

materials/class discussions up through today.

***Project Fair – Thursday, January 26th, 12:30 to 1:30 in the Koelbel Atrium. You will choose your client and

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commit to their project at some point during the fair***

Week of January 31st Explain how your client makes money (and loses money),

including how your project can help them achieve their business objectives,

Obtain any client templates/procedures for project management and project deliverables,

Review and update your project purpose and project charter, identify and break assumptions,

Identify any changes to the class deliverable outlines based on client standards and procedures,

Determine weekly meeting schedules with your team, client and Hitachi mentor.

Week of February 7th Read Managing Client Projects– Chapter 7a, 7b, and 7d, Develop a work breakdown structure, Develop project team roles and responsibilities, Develop a project schedule, Research and be prepared to discuss at least 5 examples

of other organizations that dealt with a similar problem as your client.

Week of February 14th Read Managing Client Projects – Chapter 7e and 7f, Develop a communications plan, Develop a risk management plan Quiz – 5% (2/14) covers all assigned reading

materials/class discussions up through today.

Week of February 21st

First deliverable due on February 23rd (20%). Provide a hard and soft copy to Jim and to your client. Provide a soft copy to your Hitachi mentor.

Week of February 28th

Read Managing Client Projects – Chapters 7c and 8, Develop a cost estimate (Get and use your client’s cost

estimate template) Develop project meeting notes, Develop a status report,

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Develop a change management procedure and get client sign-off,

Develop a quality assurance plan.

Week of March 6th First deliverable returned with feedback, Update your first deliverable, Interim Peer Evaluation Due in class (3/8).

Week of March 13th Quiz – 5% (3/15) covers all assigned reading

materials/class discussions up through today, Business writing skills.

Week of March 20th (No class on 3/22) Read chapters 1 to 11 of The Seven Slide Solution, Develop your story, Presentation skills, Pepsi Final Presentation Example Bountiful Conservation Presentation

Week of March 27th Spring break – have fun and be safe!

Week of April 3rd Read chapters 12 to 26 of The Seven Slide Solution, Continue developing your story, Presentation skills, cont. 7 Slide Solution Deck

Week of April 10th Project work.

Week of April 17th Draft presentations (10%).

Week of April 24th Lessons Learned

Week of May 1st Course wrap-up.

Final Exam Week – Presentations at Your Client’s Offices (TBD) Final client presentations and final deliverables due.

Reading Materials:

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1. THE SEVEN SLIDE SOLUTION , Kelly, Paul, Silvermine Press, 2005 – ISBN: 1-4196-2003-7

2. Managing Client Projects 3. Group Projects Student Guide 4. Written Project Grading Criteria 5. Presentation Evaluation Form 6. Peer Evaluation 7. Hitachi Mentoring Background Information 8. Business Writing Deck 9. Work Breakdown Structure Training

Student Access to Qualtrics (on-line survey tool)

The following are instructions for students to sign up for their own Qualtrics accounts:

1. Go to http://www.qualtrics.com2. Click the ‘Free Account’ button on the right side of

the middle section of the page.3. Enter your email address (this MUST be your

@colorado.edu email address).  Create a password. Click ‘Get Started’.

4. You can enter your first name, last name and phone number, but these fields are optional.  Then, select ‘Finish’.

5. Where it says ‘I Have An Access Code’, enter: LeedsSpring12.  Click ‘Go’.

6. You will receive an email to verify your email address.  Click on the link in the email and you should be able to log into Qualtrics.

Please note that student accounts will EXPIRE at the end of the semester.

In order to have a chance to get a B or higher in this course, you must do the following (this is the minimum standard):Complete all work assigned to you by the team no later than its due date. Your team will establish a schedule early in the semester and will manage this through the performance review process.

Do not miss, be late to or leave class or your group project meetings early more than four times during the semester.

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Provide a hard copy of all project files to your client and professor for each of the two deliverables on the same day they are due in class.

Maintain your SharePoint site where all files are stored and updated on a weekly basis during the semester that your client, mentor and all team members can access.

Document sources of information in your deliverables such that they would be easy to find for a reader without assistance from the team.

Meet with your client at least once every other week.

Make any information requests of your client and other stakeholders at least three business days in advance.

Respond to your client, mentor, professor or peer requests within three business days.

Agree on project deliverables, milestones and roles & responsibilities of your team and your client no later than the end of the sixth week of the semester. This will be documented in your first deliverable.

Provide dates and locations to your client for all meetings, mentoring session and draft/final project presentations at the beginning of the semester. Also provide them with reminders three days in advance and agendas for each meeting.

Complete all work assigned to you such that your teammates, client and/or instructor do not have to do much (this means only a few minor changes) rework to make sure it is presentable as of its due date (spelling, grammar, ease of understanding, logical, consistent with project objectives and scope, consistent across all sections, well supported, complete, etc.). It is recommended that you provide drafts to people on the team, your mentor and/or others in advance of the due date for feedback so your work is accurate and complete.

Break the project into smaller, more manageable pieces with interim milestones.

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Develop a project risk assessment in enough detail that team progress isn’t adversely affected by some unidentified risk during the semester.

Adhere to documentation standards set by the project team, client and professor.

Communicate any project issues within 24 hours to your teammates, your Hitachi mentor, your professor and your client as appropriate.

Identify and document ten sources of relevant/credible information (research, people, etc.) that the team uses to complete the project. These must be included and referenced in your deliverables.

Provide and document credible support for recommendations made during the project.

Identify additional work that needs to be done to achieve the project objectives early enough to allow for this work to be completed.

Take on additional work as the need arises without waiting for your team member(s) to delegate work to you. Make sure you communicate what you are doing in advance if this is different than your roles and responsibilities on the project (likely would be if you are taking on additional work) so you don’t duplicate someone else’s work.

Work with team/client to make sure that project activities are fairly distributed.

Obtain the authority/information you need from your client to keep the project moving forward.

At least one recommendation must be used by the client in their business during the semester and this must be documented in your deliverable.

Actively participate in implementing your recommendations at the client.

Proactively identify areas that the team can improve throughout the semester and help implement these changes.

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Manage changes to scope during the project by identifying if the new work is required based on the agreed project objectives.

Get/keep client’s interest such that they are responding to your requests within three business days.

Manage changes to project objectives. It is understandable that these might change early in the semester as you are becoming familiar with the client and project. These changes must be minimized/non-existent after the mid-way point of the semester. All changes must be justified and documented using an agreed upon change management process.

Get agreement from the client that the work performed by your team was as good as or better than expected and that they will be willing to work with future teams of students from Leeds.

CU POLICIES AND RULES OF CONDUCTIf you qualify for accommodations because of a disability, please submit to me a letter from Disability Services in a timely manner so that your needs can be addressed. Disability Services determines accommodations based on documented disabilities. Contact: 303-492-8671, Center for Community N200, and http://www.colorado.edu/disabilityservices.

If you have a temporary medical condition or injury, see guidelines at http://www.colorado.edu/disabilityservices/go.cgi?select=temporary.html

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Campus policy regarding religious observances requires that faculty make every effort to deal reasonably and fairly with all students who, because of religious obligations, have conflicts with scheduled exams, assignments or required attendance. In this class, you must make me aware of the dates you will miss class due to religious observation no later than the end of the first week of class. At this time, we will determine how to handle any missed assignments or exams. See full details at http://www.colorado.edu/policies/fac_relig.html

Students and faculty each have responsibility for maintaining an appropriate learning environment. Those who fail to adhere to such behavioral standards may be subject to discipline. Professional courtesy and sensitivity are especially important with respect to individuals and topics dealing with differences of race, color, culture, religion, creed, politics, veteran's status, sexual orientation, gender, gender identity and gender expression, age, disability, and nationalities. Class rosters are provided to the instructor with the student's legal name. I will gladly honor your request to address you by an alternate name or gender pronoun. Please advise me of this preference early in the semester so that I may make appropriate changes to my records. See policies athttp://www.colorado.edu/policies/classbehavior.html and athttp://www.colorado.edu/studentaffairs/judicialaffairs/code.html#student_code

The University of Colorado at Boulder Discrimination and Harassment Policy and Procedures, the University of Colorado Sexual Harassment Policy and Procedures, and the University of Colorado Conflict of Interest in Cases of Amorous Relationships policy apply to all students, staff, and faculty. Any student, staff, or faculty member who believes s/he has been the subject of sexual harassment or discrimination or harassment based upon race, color, national origin, sex, age, disability, creed, religion, sexual orientation, or veteran status should contact the Office of Discrimination and Harassment (ODH) at 303-492-2127 or the Office of Student Conduct (OSC) at 303-492-5550. Information about the ODH, the above referenced policies, and the campus resources available to assist individuals regarding discrimination or harassment can be obtained at http://www.colorado.edu/odh

All students of the University of Colorado at Boulder are responsible for knowing and adhering to the academic integrity policy of this institution. Violations of this policy may include: cheating, plagiarism, aid of academic dishonesty, fabrication, lying, bribery, and threatening behavior. All incidents of academic misconduct shall be reported to the Honor Code Council (honor@colorado.edu; 303-735-2273). Students who are found to be in violation of the academic

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integrity policy will be subject to both academic sanctions from the faculty member and non-academic sanctions (including but not limited to university probation, suspension, or expulsion). Other information on the Honor Code can be found at http://www.colorado.edu/policies/honor.html and at http://www.colorado.edu/academics/honorcode/

Maximum Section GPA Policy. The faculty of the Leeds School has recently mandated the following maximum grade point average (GPA) for each Leeds course section taught, where A=4.0, A- =3.7, B+=3.3, B=3.0, B- =2.7, C+=2.4, C=2.0, C- =1.7, D+=1.3, D=1.0, D- =0.7, F=0.0.

Course LevelMaximum Section

GPA

4000 3.215% of class at least a C+ or below

No more than 35% of class A- or above

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BUSINESS MEETING CODE OF CONDUCT(Source Professor Robert Donchez with changes made by Jim Marlatt)

1. You will be in class and to project meetings (these are

known as business meetings) on time, as scheduled and

prepared to participate. Prepared means you have done the

readings, identified other relevant information on your own,

prepared your assigned work and identified and completed

other work that will help the team do a great job during

business meetings.

2. You will complete and submit your assignments on time.

4. Working on anything that is not related to the topic(s)

being discussed during business meetings is unprofessional

and will not be tolerated.

5. Turn off your cell phone and any other distractions

during business meetings.

6. No sleeping will be tolerated during business meetings.

7. You are allowed four absences/early departures/late

arrivals (in total) during the semester from business

meetings.

8. Inappropriate use of other’s work is an honor code

violation and will result in disciplinary action.

9. Refer to people (instructor, peers, clients) using

their proper names. For example you can refer to me as Jim,

Professor Marlatt, or Mr. Marlatt; you choose the one you

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are most comfortable using. It is not acceptable to refer

to me as Marlatt, etc. Ask your teammates, client and

Hitachi Mentor how they would like to be addressed and refer

to them in this way.

10. I am happy to meet with you outside of office hours.

If you make an appointment with me and are late or miss it,

I will not schedule future appointments with you. You will

have to meet with me during office hours after that.

E-MAIL - TELEPHONE CONDUCT1. I check e-mail regularly and also answer my cell phone

7 days a week. I respond to e-mails within 72 hours. If

you haven’t heard from me by then, don’t hesitate to follow-

up with me. I respond to voicemails within 24 hours. If

your question is urgent, it is better to call me on my cell

phone (720-933-5541).

2. E-mail Requirements:

a. Subject line

b. Opening / salutation

c. Request for action: specifics

d. Contact info including phone & course

e. Closing

3. Voicemail Requirements:

a. Your name and course

b. Day/time called

c. Request for action: specifics

d. Contact info including phone # and times to call

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Signature Page

Please complete and return to Jim Marlatt no later than the

second class period of the semester.

Students are to adhere to the honor code throughout the

semester. The code states: "On my honor, as a University of

Colorado student, I have neither given nor received

unauthorized assistance on this work."

I have read, heard, and understand the course syllabus and

business meeting code of conduct. I understand that the

syllabus and business meeting code of conduct is an

agreement made between Professor Marlatt and me (a student

in his class). Not adhering to this agreement will

negatively impact my grade. Professor Marlatt will make

this determination at the end of the semester when

calculating final course grades.

Name (printed):_________________________

Signature:______________________________

Student ID:_____________________________

Course:__________

Date:____________

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Class Projects:

Warren Miller EntertainmentProject Outline for University of Colorado Leeds

School of Business

Project Purpose:The Warren Miller Entertainment Film Tour is one of the largest, most successful, action-sports film tours today reaching 85 U.S. cities and a passionate audience of 300,000 extremely dedicated snowsport enthusiasts. The purpose of this project is to analyze the past ticket sales results of the film tour to determine the optimum ticket pricing strategy to drive higher ticket sales revenue for the upcoming 2012 Tour.History:Film tour ticket sales have been in decline over the past couple of years, and this could be related to any number of factors such as poor economy, ticket prices, value proposition, marketing, timing, weather, etc. This project will mainly focus on the pricing of tickets across the country, but will also touch on the value proposition and marketing of the tour. Currently, ticket prices are set in an ad-hoc manner (with numerous discount options) without a full analysis of the marketplace, and the hypothesis is that this has led to either lower ticket sales due to outpricing the market and/or lower gross revenue due to underpricing the market.Project Objectives:

Analyze data from past 3 years for ticket sales, ticket pricing, discounting, coupon, marketing advertising buys, etc.

Determine what critical factors drive ticket sales, and how those factors vary by market Develop optimum ticket pricing strategy, including discounting, for 2012 tour based on

critical factor analysis

Project Scope:The scope of this project includes all available tour and ticket sales information that relates to the operation of the US tour, including:

Ticket sales data by market Ticket pricing data by market, including discounting Advertising buy information by market Coupon availability by market

Deliverables: Presentation on historical ticket revenue performance

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Presentation on critical factors that drive ticket revenue Proposed model for setting ticket prices and discounts Working model of ticket prices and discounts for 2012 tour

Project Approach: Data collection, including

o Hard data on ticket pricing and discounting and ticket sales for all 85 marketso Hard data on advertising spend for all 85 marketso Information on coupon offers available for all 85 marketso Interviews with key Warren Miller employees to research past ticket price

setting methodologieso Online research on ticket price and ticket sales trends in the entertainment

industry Data analysis, including

o Quantifying the value of the coupon offers for all 85 marketso Statistical analysis of pricing, discounting, sales, coupon value, advertising spend

to determine critical factorso Assimilation of anecdotal evidence from interviews into statistical analysis

Model creationo Utilize outputs of data collection and analysis to develop the optimal model for

ticket pricing and discounting moving forward Model utilization

o Apply the model to the 2012 tour using budgeted/expected values (coupon value, advertising spend, etc.) to set pricing and discounting across all 85 markets

Critical Milestones and Event Dates: Milestone #1 (end of week #2): Presentation on historical ticket revenue performance

based on data collection Milestone #2 (end of week #4): Presentation on critical factors that drive ticket revenue

based on data analysis Milestone #3 (end of week #6): Proposed model for setting ticket prices and discounts Milestone #4 (end of week #8): Working model of ticket prices and discounts for 2012

tour

Roles & Responsibilities: Student teams

o Perform all tasks listed above Company

o Manage weekly check-in meetings with student teamso Provide students with all available datao Track down additional data/information as requested by students

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o Attend/provide feedback for each milestone deliverable

Gates CorporationProject Outline for Intercompany Transaction Processing

Project Purpose Develop recommendations to improve intercompany transaction processing activities through process standardization, simplification, automation, and accounting department organization structure change. Improvements are expected to reduce operating costs through increased process effectiveness across legal entities domestically as well as internationally. The project will include developing improvement recommendations with supporting cost benefit analyses after a detailed evaluation of: manufacturing plant processes; distribution center processes; financial accounting systems; warehouse management systems; purchase order processes; payment terms and conditions; tax impacts from transfer pricing requirements; and differentiation of processes between intercompany transactions and third party transactions. Students will interact with Gates management and employees in various operational areas giving the students exposure to how a business is run in addition to how transaction processing works.

HistoryGates Corporation (the Company) is a multinational organization that manufacturers numerous products for automotive and industrial use, with global manufacturing and distribution locations. At the location level, operating results treat intercompany transactions similar to third party transactions for sales and manufacturing credit. Discrepancies between quantity shipped and quantity received, units of measure invoiced versus unit of measure ordered, and price invoiced versus order price result in significant costs associated with processing internal transactions. Non-standardized processes and informal exception processing guidelines result in less than optimal transaction processing.

Project ObjectivesFor selected international manufacturing plants, distribution centers, and payable/receivable processing locations:

Document existing transaction processes and procedures including areas such as:

o Shipping o Invoicing creation and method of sending invoices to

customers (fax, EM, EDI, paper, etc.)o Product sales pricing (seller side sales price validation)o Product order pricing (buyer side order price validation). o Receiving o Identifying and resolving product, unit of measure and

quantity discrepancies. o Recording transactions in the general ledger and subsidiary

ledgers.o Purchase order terms and conditions compared to sales terms

and conditionso Payment processes in local and foreign currency including

method of payment

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o Identifying automated versus manual processes, identification of automated systems utilized in the processes, process differences for transactions within the same legal entity and transactions between legal entities within the Companies legal structure.

Evaluate existing processes and areas for process improvements Develop recommendations to reduce operating costs and increase

efficiencies. Recommendations should demonstrate consideration for items such as:

o Regional standardization to the greatest extent possible. o Maximization of automated transaction processing o Establishment of business rules to minimize time spent on

discrepancy resolutiono Cost benefit analysis supporting recommendationso Statutory and legal entity complianceo Tax impacts for items such as transfer pricing

Project ScopeThe primary focus will be limited geographically to North America (US, Canada and Mexico) transaction processing. From a systems perspective, the focus will primarily focus on transactions into and out of the Oracle general ledger, accounts receivable and payable systems as well as related purchasing and warehouse management systems. The impacts of financial and distribution systems used in European and Asian affiliate locations will also be observed. Regarding transaction settlement processes, the focus will be on Oracle accounts payable payment functionality in local currencies and foreign currency payments through the in house banking system.

DeliverablesProcess flow charts, written narratives and other documentation of existing processes will be the initial deliverables The final deliverable will a written presentation on recommendations for improvements which will include the following sections: an executive summary of findings; summary recommendations with support; detailed analysis supporting findings and recommendations; development of “next steps” with recommendations prioritized, implementation resources identified, and an estimated implementation timetable. Reasonable quantification of all recommendations is expected (costs and benefits).

Project ApproachThe project approach is anticipated to be:

1. Develop a high level understanding of the existing transaction process environment including where transactions are processed, systems utilized and organization structure. This understanding will be obtained through various meetings and interviews with management owners at the corporate level

2. Draft documentation of the current processes and operating systems3. Review draft with project sponsor4. Validate high level understanding and refine draft process

documentation through detailed process reviews.5. Revise initial draft process and operating system documentation

based on results of detailed process reviews.

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6. Present initial documentation on existing processes and operating systems to corporate management and plant owners to get sign off on accuracy of current state processes.

7. Students will collaborate amongst themselves to identify areas for improvement and places to focus their remaining project time and develop a report to the project sponsor on where they recommend focusing their attention and why. Students will review the report with the project sponsor and get agreement on where to focus attentions and to limit scope to ensure completion of the project within the semester.

8. Based on the agreed upon focus areas, students will evaluate alternative solutions to identified problems. Students will work with the project sponsor, current process owners and IT staff to develop recommendations with supporting analysis.

9. Draft recommendations will be reviewed with impacted corporate management and plant owners and revised as necessary.

10. Students will present their recommendations to finance, operations, distribution and commercial executive management.

11. In addition to the ten steps above, students and the project sponsor will meet weekly to discuss progress, issues, roadblocks, issues and anything else impacting progress and the project timetable.

Critical Milestones and Event DatesFor step1 – 10 above (exact dates to be finalized when students and Leeds completion dates are identified)

1. Three - four weeks2. One week3. 2 – 3 days4. Three – four weeks5. One week6. 2 – 3 days7. One week8. Three – four weeks9. One week10. 2 – days

Some of the steps and timeframes noted above overlap each other and some steps will be in process simultaneously.

Roles & Responsibilitieso Students:

o Identification of issues and bringing them to the attention of the project sponsor

o Meeting project plan due dateso Act professionally and respect time demands of Gates

employeeso Work internationally with various accounting, IT, finance,

treasury and manufacturing and distribution personnel. Not all locations are in the Mountain Time zone and students will need to be available for meetings during business hours of Gates locations in US, Canada and Mexico and occasionally Asia and Europe locations.

o Company:

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o Provide a project sponsor(s) available throughout the semester to provide appropriate guidance.

o Provide access to e-mail, Microsoft office and other tools necessary to complete the project.

o Ensure Company process owners are available to meet with students during the semester to meet deadlines.

Quality ConsiderationsWork product and documentation should demonstrate a high level of diligence, organization and overall quality. The project sponsor will work with students on deliverable quality.

Assumptionso Students are available during Gates business hourso Students have a basic knowledge of excel, word, power point and

process work flow softwareo No travel will be required for studentso Students will work out of the Gates Corporate office in Denver

First Western Financial Inc.

Contact Name:   Nicholas Kobayashi

E-mail:   nkobayashi@fwtb.com

Telephone Number:   303-634-2720

Website:   www.fwtb.com

Please tell us about your project:   HRIS Utilization: We currently use ADP for our human resources information systems and would like to make sure that we are using the systems to their maximum potential. The objective of this project is to increase the efficiency of our ADP systems through an evaluation of our current utilization. We currently use the Human Resources/Benefits, ezLabor Manager, and PayEx modules. CU Book Store

Contact Name:   Brian Groves

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E-mail:   brian.groves@colorado.edu

Telephone Number:   303-492-5349

Website:   http://www.cubookstore.com

Please tell us about your project:   We'd like the students to define their ideal college store.

Select all categories that your project may touch:   Accounting   Economic   Ethics/Social Responsibility   Finance   Management   Marketing   Sustainability

Select all activities that your project may involve:   Business Plan   Feasibility Study   Survey

What timeline best describes your needs for a project deliverable?    We would like the students to present their findings at our LSG (Large Store Group) conference on 4/19 or 4/20 at the St. Julien Hotel.

Pepsi Beverages – Raw Materials Tracking Project

Pepsi Beverages – Air Conditioners Replacement Project

Herbst Academic Center – Marketing the student athlete to faculty. This project was started last semester by Kris Livingston and Connor Wood (CU quarterback). This spring semester there is a planned activity for every football player to invite a faculty member to a closed practice and dinner afterwards catered by Pasta Jays. Additional activities need to be identified and student-athlete profiles created as part of the marketing (sales) campaign to engage faculty with Herbst.

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Leeds Information Management (IM) - Information Management Advisory Project: There is a desire to create an advisory board of senior Information Management professionals who will advise IM faculty on curriculum, provide projects for our students to work on, hire our students as interns and for full-time employment, help fund programs like SAP, etc. Currently Conoco Phillips, Accenture, Johns Manville and Pepsi Beverages executives have made verbal commitments to participate. The roles and responsibilities of this group need to be further clarified, additional members identified, research done on what other schools are doing in this area (in particular around jobs for students and fundraising).

Leeds Mobile Apps Competition Project – The new Dean of Leeds would like to use mobile technology to help create better connections with our student body, alumni, faculty and other stakeholders. A competition will be held to get input from students regarding the types of things they are most interested in us providing. This is a continuation of a project from fall semester and several students from that team will be working with this semester’s team on the project.

Vail Resorts SharePoint Pilot within the Marketing Department

Pepsi Beverages Company – Process ModelingProject Outline – 2 teams of 4, one for inbound logistics and one for outbound

logistics

Project Purpose The intention of this project is to scrutinize the current inbound and outbound flow of raw materials at the Denver, Colorado production, warehouse and distribution center. The project team will perform process modeling to understand and transform business processes through business modeling, simulation, analysis and collaborations of capabilities to determine the most cost effective means to receiving handle and move of material and system flows within the current building and property confinements.

HistoryThe Denver PBC warehouse and distribution center is located on 34.5 acres of property. Build size is about 624 thousand square feet

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consists of many different building constructions utilizing common wall infrastructure. The manufacturing plant will produce in excess of 40 million cases annually. The warehouse will receive another 20 million cases and distribution will consist of over 60 million cases. All soft drink beverages will be distributed by route and semi trucks to stores, vendors, and warehouse locations. Currently raw materials are received through a variety of garage doors and loading docks working in conjunction with the warehouse not to disrupt product distribution flow.

Project ObjectivesDevelop Process Flow Model

- Use current technology to build a process flow map of raw materials with infusion into Warehouse and Production flows.

- Provide best-in-class modeling, simulation and analysis- Enhance continuous process improvement efforts- Improve communication through enhanced design features- Enhanced integration capabilities- Accelerating time-to-value with pre-built assets

Develop critical strategy, economic, and action plans - Identify Economic Justification- Determine associated costs- Identify projected saving - Present final recommendations to management

Project ScopeIn-ScopeThe Scope of the project is to understand and transform business processes through business modeling, simulation, analysis, and collaboration capabilities to find the best overall solution that meets the project objectives.

- Inventory Analysis - Just-In-Time Deliveries- Storage verses production flexibility- Head Count reduction / sharing- Step by step approach- Economic Justification / Strategic Rationale / Risks /

Out of scope- Making promises or to vendors that they will have our

business- Implementation of project deliverable

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DeliverablesProject Deliverables include the following:

- Deliver a solution that would give an accurate model of material flows current and future

- Deliver an ROI for any and all solutions- Deliver a comparison new flow and efficiencies versus the

efficiencies old process- Deliver a fully developed solution to PBC management.

Project ApproachProject Approach will include, but may not be limited to the following actions.

- Meet with Client to plan logistics of team meetings (Frequency, Time, Place, Leaders, etc…)

- Review Business criteria - Review any relevant documentation relating to process modeling- Perform facility walk to familiarize team with current processes

and system controls- Research process modeling tools- Begin Process modeling- Perform research and brainstorming sessions- Develop and finalize synopsizes- Present Results- Package results and feedback for presentations

Critical Milestones and Event DatesJanuary/ February

- Review raw material needs- Review building layout to include current processes garage doors

and loading docks- Research Process Modeling Options - Hold Brain storming session with PBC (or outside consultants) if

needed- Develop process flow modeling (Current Process)

March- Compile results of brainstorming- Develop and executional planner for project- Developing process flow modeling of proposed processes- Identify areas of savings - Identify benefits of each option (Success Factors)- Identify Risks

April- Continue on process modeling profiling- Provide Economic Justification/ Key Risk Factors- Summarize Business Impact- Prepare First Draft

May- Finalize Process Modeling- Present results- Compile Results

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Celebrate wins as they occur

Quality ConsiderationsQuality Considerations for this project are limited to maintaining the high quality of all products produced as well as maintaining and abiding by all Food Safety laws and regulations. This project does include a change in current manufacturing material flow process therefore a risk analysis is recommended with final deliverable.

Roles and Responsibilities

Students PepsiDevelop process modeling and approach consistent with PBC’s goals of being the low cost producer with superior quality.

Agree on action plans and goals Leonard Chavez (Project

Manager) Derek Flanagan Dan Frauenfelder

Establish executional planner and track progress

Ensure executional planner tracks progress

Leonard Chavez (Project Manager)

Derek Flanagan Dan Frauenfelder

Establish goals for optimization of process modeling and prioritizing potential opportunities

Agree with or realignment with goals and opportunities

Leonard Chavez (Project Manager)

Derek Flanagan Dan Frauenfelder

Present final process model to Operations Management Staff

Gain alignment to reach material process goals

Operations Management Staff Tyrone Sapenter (VP Mfg. West

BU) Matt McLaughlin (Plant

Director) Bob Dunst ( PAM Days) Derek Flanagan (PAM Off

shift) Katie Ojennes (Production

Manager) Dan Frauenfelder (Process

Compliance Mgr.)Other managers affected by

changes

AssumptionsProject assumptions are as follows

- Project team shall have reasonable access to project related facility locations as requested, provided sufficient notification of the student visit is given

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- Some measurement devices needed for project success are currently in place; others may need to be implemented for accurately process measurement

- Current process will be shared with the student team- The project team will designate one point of contact for PBC- A status meeting will occur every week, in person or on in

conference call- Project team will perform due diligence to complete all tasks to

develop a working proposal

Pepsi Beverages Company – Heating Cooling Systems

Project Outline

Project Purpose The intention of this project is to build the strategic rationale around replacing the office HVAC units in the Denver facility. The Project will perform research to find the best technology, and most energy efficient methods of cooling and heating based on regional climates. The HVAC design will look at the interrelationship of building systems, (building automation) while addressing energy consumption, indoor air quality, green technology and environmental benefits. Final synopsis will review which HVAC equipment manufacture is best suited and recommended to purchase the equipment from base on key economic justification, risk factors, performance guarantees and pricing.

HistoryExisting HVAC equipment over the office was installed in 1970’s and has seen several modifications and upgrades over the years including compressor replacements. The facility utility resource conservation goal for 2011 is 5% reduction from prior year. Electricity is the largest buck with an annual 2011 consumption of over 18.9 million kilowatt hours used. Five percent electricity savings at current rate of $0.7222 kw/hr equates to a $32,215 savings. 2012 operating plan was built around a minimum of achieving this savings.

Project ObjectivesDevelop the KPIs to

- Differentiate between building cooling and heating technologies- Differentiate between building control systems- Formulate overall sustainability saving (Green House Gas, Carbon

foot print. Etc…)- Determine which overall HVAC is system is best for PBC based on

KPI’s, sustainability Impact, and economic Justification

Develop critical strategy, economic, and action plans to reduce electrical consumption to meet and/or exceed electrical conservation hurdle

- Identify Economic Justification- Determine conservation rebate programs

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- Develop a solution that has an ROI with greatest payback- Identify projected saving between cooling/heating systems- Present final recommendations to management

Project ScopeIn-ScopeThe Scope of the project is to find the best overall solution that meets the project objectives and reduce electrical consumption. Individuals taking on this project will utilize the resources available to understand cooling and heating technology in order to make the best sound business decision based on learning’s and associated projected costs with each solution.

- Work with Vendors to receive competitive bids for all equipment and building automation systems

- Work with Vendors, Suppliers and consultants to gain an understanding of HVAC equipment efficiencies and automated building control technologies

- Ensure that all possible solutions take into account cost, energy efficiency, carbon footprint, equipment quality

- Potential rebates for conservation- Present conservation projectOut of scope

- Making promises or to vendors that they will have our business

- Implementation of conservation projects

DeliverablesProject Deliverables include the following:

- Deliver a solution that would give an accurate cost of replacement- Deliver an ROI for any and all solutions- Deliver a comparison of New efficiencies versus the efficiencies

of the old equipment plus any gained efficiencies from building controls

- Deliver a fully developed solution to PBC management.

Project ApproachProject Approach will include, but may not be limited to the following actions, in the order of execution

- Meet with Client to plan logistics of team meetings (Frequency, Time, Place, Leaders, etc…)

- Review Business criteria for capital spending- Review any relevant documentation relating to equipment/ system- Perform facility walk to familiarize team with equipment and

system controls- Begin contact with potential vendors and suppliers- Research possible rebate programs- Work to begin learning’s of possible technology- Perform research and brainstorming sessions- Develop and finalize synopsizes- Present Results- Package results and feedback for presentations

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Critical Milestones and Event DatesJanuary/ February

- Review Building needs for HVAC- Review Building layout- Research options with outside contractors/ vendors- Hold Brain storming session with PBC (or outside consultants)

March- Compile results of brainstorming- Identify areas of savings (Cost, Emissions)- Identify benefits of each option (Success Factors)- Identify Green Savings (GHG emissions, Carbon Footprint reduction)- Begin work on Developing Synopsizes

April- Provide Economic Justification/ Key Risk Factors- Summarize Sustainability Impact- Continue Developing Synopsizes- Prepare First Draft

May- Finalize Plans- Present results- Compile Results-

Celebrate wins as they occur

Quality ConsiderationsQuality Considerations for this project are limited to maintaining the high quality of all products produced as well as maintaining and abiding by all applicable environmental laws and regulations. This project does not involve a change to a current manufacturing process therefore possible compromise to product is minimal.

Roles and Responsibilities

Students PepsiDevelop synopsis and approach consistent with PBC’s cost and conservation goals

Agree on action plans and goals Sean Crowell (Project

Manager) Dan Frauenfelder

Establish executional planner and track progress

Ensure executional planner tracks progress

Sean Crowell (Project Manager)

Dan FrauenfelderEstablish goals from prioritizing potential opportunities

Agree with or realignment with goals and opportunities

Sean Crowell (Project Manager)

Dan Frauenfelder Doug Waechter (Project

Mentor)

Present goals and priorities to Operations Management Staff

Gain alignment to reach conservation goals

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Operations Management Staff Louis Barrios (QC Manager) Bob Dunst ( PAM—warehousing) Katie Ojennes (Production

Manager) Matt McLaughlin (Plant

Manager)Other managers affected by

changes

AssumptionsProject assumptions are as follows

- Project team shall have reasonable access to project related facility locations as requested, provided sufficient notification of the student visit is given

- Some measurement devices needed for project success are currently in place; others may need to be installed accurately measure usage

- The project team will designate one point of contact for PBC- A status meeting will occur every week, in person or on in

conference call- Project team will perform due diligence to complete all tasks to

develop a working proposal

Holiday and Co. is a small women's clothing boutique that has been in Boulder for 19 years. The current owners (two sisters, one of whom is a CU Business school alum) have had the store for 10 years. We have had a strong regular clientele but somehow lost a portion of them when we changed locations 3 years ago (although it was only one block!)

Our goals are to build a website to gain new customers (local shoppers as well as visitors) and stay in better contact with current customers. Also, I would like to learn efficient ways to advertise in this increasingly competitive market.

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