wet grain packaging · wet grain packaging mid-term report team members: hugo bonnafous gijsbert...

Wet Grain Packaging Mid-Term Report Team members: Hugo Bonnafous Gijsbert Houtman Jasper van Dreumel Michael Haimerl EPS Autumn 2017

Supervisor: Niklas Frände Date: 10/20/2017

Table of Content Page | I

Korntainer – EPS Autumn 2017

Table of Content

Table of Content ....................................................................................................... I List of Figures ......................................................................................................... III List of Tables .......................................................................................................... V Project Backgrounds ........................................................................................... 1

1.1 European Project Semester (EPS) ............................................................... 1 1.2 Novia University of Applied Sciences ........................................................... 2 1.3 Transnational R&D-Project “Wet Grain In Package” ..................................... 3 1.4 Execution of the subproject by the EPS student group ................................. 3

1.4.1 Team members ..................................................................................... 3 1.4.2 Clifton StrengthsFinder .......................................................................... 5 1.4.3 Belbin Test ............................................................................................ 6 1.4.4 Team’s Contract .................................................................................. 12 1.4.5 Corporate Identity ................................................................................ 12 1.4.6 Mission and Vision of the Team .......................................................... 15 Project Definition ............................................................................................... 16

2.1 Project Description ..................................................................................... 16 2.2 Organization and Structure within the Project Team .................................. 16 2.3 Environmental Analysis .............................................................................. 18 Project Initiation ................................................................................................ 19 3.1 Project Charter ........................................................................................... 19 3.2 SWOT-Analysis .......................................................................................... 22 3.3 Stakeholder Analysis .................................................................................. 24 3.4 Feasibility Study – Telos ............................................................................. 26 Project Planning ................................................................................................ 28 4.1 Scope Management Plan ........................................................................... 28 4.2 Time Management Plan ............................................................................. 31 4.3 Communication Plan .................................................................................. 35 4.4 Risk Analysis .............................................................................................. 37 4.5 Quality Management .................................................................................. 39 4.6 Change Management ................................................................................. 40 Project Execution .............................................................................................. 41 5.1 Classification of suitable Materials .............................................................. 41 5.2 End of life ................................................................................................... 45 5.3 End of life plastics ....................................................................................... 45

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5.4 Ecological impact ........................................................................................ 49 5.5 Commercial value plastic waste ................................................................. 50 5.6 Cleaning technologies ................................................................................ 51 5.7 Packaging laws and regulations ................................................................. 52 5.8 Edible packaging ........................................................................................ 54 5.9 Monitoring and Controlling .......................................................................... 55 Future Tasks ..................................................................................................... 59

References ............................................................................................................ 61 Appendix ............................................................................................................... 62

List of Figures Page | III


List of Figures

Figure 1: Topics of the EPS project (Novia, 2017) ............................................................. 2 Figure 2: Belbin test results – Team ‚Korntainer’ ............................................................. 11 Figure 3: First drafts of the logo ....................................................................................... 13 Figure 4: First version of the logo .................................................................................... 13 Figure 5: Final version of the logo ................................................................................... 14 Figure 6: Business card of the team ‘Korntainer‘ ............................................................. 15 Figure 7: Environmental Analysis – The main affecting factors ........................................ 18 Figure 8: Project Charter – extract 1 ................................................................................ 19 Figure 9: Project Charter – extract 2 ................................................................................ 20 Figure 10: Project Charter – extract 3 .............................................................................. 21 Figure 11: SWOT-analysis .............................................................................................. 22 Figure 12: Structure of stakeholders ................................................................................ 24 Figure 13: Feasibility study TELOS ................................................................................. 26 Figure 14: WBS - project management related ................................................................ 29 Figure 15: WBS – research work related ......................................................................... 30 Figure 16: Project management phases .......................................................................... 33 Figure 17: Gantt chart – project planning ......................................................................... 34 Figure 18: Gantt chart - time line ..................................................................................... 34 Figure 19: Influence-Interest-Grid of the stakeholders ..................................................... 35 Figure 20: Communication plan ....................................................................................... 36 Figure 21: Impact-Probability diagram ............................................................................. 38

List of Figures Page | IV


Figure 22: Project management triangle .......................................................................... 40 Figure 23: Suitable raw materials .................................................................................... 41 Figure 24: Price – Density – Diagram for various plastics ©CES Edupack ...................... 43 Figure 25: End of Life Cycle ©CES Edupack ................................................................... 45 Figure 26: Recycle friction in current supply ©CES Edupack ........................................... 47 Figure 27: Required purity degree of plastic ©erde.de ..................................................... 51 Figure 28: Profile picture of “Ooho!” ©Ooho! ................................................................... 54 Figure 29: Extract of the data for the EVA-analysis ......................................................... 55 Figure 30: Earned Value Analysis – 10/24/2017 .............................................................. 56 Figure 31: PDCA Cycle – example ©Projectmanagement M. Varsani ............................. 58

List of Tables Page | V


List of Tables

Table 1: Classification of the team members by their orientation ..................................... 11 Table 2: Organization and structure within the team ....................................................... 17 Table 3: Goals, motivations and interests of the stakeholders ......................................... 25 Table 4: Risk analysis ..................................................................................................... 37 Table 5: Buddy Review System ....................................................................................... 39 Table 6: Comparison of suitable materials (Grantadesign, 2017) .................................... 44 Table 7: Total Energy Consumption of various After-Life options .................................... 49 Table 8: Total CO2 footprint of various After-Life options ................................................ 49 Table 9: After-Life options and their potentials in value (Plasticker, sd) ........................... 50 Table 10: Imaginary wages of the project members ........................................................ 56

Project Backgrounds Page | 1


Project Backgrounds

1.1 European Project Semester (EPS)

European Project Semester is a program offered by 18 European universities in 12

countries throughout Europe to students who have completed at least two years of study. It

is a program which is mainly focusing on engineering students, but also students from other

study fields could join the program. The program aims to create an international and

multidisciplinary environment to prepare students for the working life but also, thanks to this

environment, improving students’ communication skills and their intercultural competencies.

It contains the project itself and several courses to support the project. Students work in an

international and usually interdisciplinary team of 3–6 students on their projects, and most

of the projects are multidisciplinary. At the end of the semester a student will gain 30 ECTS

which represent a normal academic semester.

All the EPS providers and students who participate must follow “The 10 Golden Rules of

EPS”:

1. English is the working language of EPS.

2. EPS is multinational with a group size of min. 3 and max. 6 students being 4 - 5 the

ideal number; min. 3 nationalities must be represented in an EPS-group.

3. Ideally, but not necessarily, an EPS-project is multidisciplinary.

4. An EPS-semester is 30 ECTS, the duration of which is not less than 15 weeks.

5. An EPS-project is min. 20 ECTS and the subjects between 5 and 10 ECTS.

6. The focus of EPS is on teamwork.

7. The subjects included in EPS must be project supportive; English and a basic crash

course in the local language must be an option.

8. The subjects must include Teambuilding in the very beginning and Project

Management in the beginning of an EPS-semester.

9. Project supervision/coaching must focus on the process as well as the product.

10. EPS must have continuous assessment including an Interim Report and a Final

Report.



On the official website of the European Project Semester, the graph of the fields that

the program involves, can be found:

Figure 1: Topics of the EPS project (Novia, 2017)

1.2 Novia University of Applied Sciences

Situated in the city of Vaasa, on the Finnish west coast at the narrowest point of the Gulf of

Bothnia, the Novia University of Applied Sciences is the largest Swedish-speaking

university of applied sciences in Finland with over 4000 students and a staff of about 300

people.

The EPS projects at Novia UAS are mostly projects coming from an external industrial

customer. The tasks are often combined with renewable energy and durable development

because of the Vaasa’s region which is the first provider of energy solutions, innovations

and research in this field of the country. During the entire semester there are several

supporting courses in English language, Project Management, Teambuilding,

“StrenghtsFinder” (3 courses in the beginning of the semester) and “Survival Swedish

lessons” to learn the basics of the Swedish language.



1.3 Transnational R&D-Project “Wet Grain In Package”

According to the description on the website of the project region (www.botnia-atlantica.eu),

the aim of the ‘Wet Grain In Package’ project is to increase the profitability of grain

cultivation in the Botnia-Atlantica program area. The goal is that the project will have

developed an energy saving, cost and environmentally effective system to pack, store and

manage crimped grain at high water content in large plastic bags. The final purpose of the

project is to increase the profitability of grain cultivation in the program area. To reach this

goal several infrastructures and actors are implied and have a specific role/task in the

project development.

The Swedish University of Agricultural Sciences and the Norwegian Institute of Bioeconomy

Research conduct field studies and experiments on the grain to determine the optimal time

for harvesting the grains in relation to the bag storage.

The Novia University of Applied Sciences conducts the life cycle assessment of the whole

crimping in bags process in comparison with the traditional techniques. Within the Novia’s

team, there is Mikael Billing who is in charge to find a trading system for the development

of the storage units. Niklas Frände and Yvonne Dahlback oversee the life cycle analysis of

the bags and the EPS team take care of the handling of the plastic waste that arises from

the crimping process. Its mission is to find the best solution to reduce the plastic waste.

1.4 Execution of the subproject by the EPS student group

1.4.1 Team members

Before introducing the project, the EPS team wants to introduce the team members of the

project. Knowing the different personalities, studies and cultural background of each

member may help you to better understand the approach and the results of this report.

The team is composed of 4 multidisciplinary and international members, all men,

representing 3 different nationalities: Dutch, German and French. For each member, it was

the first time working in such an international group, but this experience was very rewarding,

and it allowed all members to widen their horizons. Indeed, all team members took

responsibilities and participated in the project with their own cultural background, work

habits and way of tackling a problem. This project was a good way to test the team spirit

and degree of adaptability.

A short presentation of each member of the team is depicted below.



Hello! I Hugo a d I fro Toulouse, Fra e. I a d I i y third study year of Me ha i al E gi eeri g i National Engineering School of Tarbes. I made this EPS project to have the opportunity to work on a project in an international team, to improve my English skills and to discover a new culture. I like reading, hiking, discover new things and spend good time with friends. Hugo Bonnafous

Hello, I Jasper a d I fro Nij ege , The Netherla ds. I a d I a third-year stude t of Me ha i al Engineering at the Avans University of Applied Science in `s-Hertogenbosch. I followed the EPS project to collaborate in a project group with international students. I want to experience a new surrounding and get to know new people. I like football, watching sports, traveling and having good time with my friends.Jasper van Dreumel

Hello, my name is Michael Haimerl. I am from Bad Tölz, a small town near Munich, Germany. I am 25 years old and I re ei ed y degree a helor of e gi eeri g i ood te h ology i No e er . I as orki g as a engineer for one year and I began my master studies in I dustrial E gi eeri g i O to er . The Europea Project Semester is my final semester before my master thesis and I joined the program to improve my language skills and my cross-cultural knowledge. I like to do activities and to get to know new people. My favorite activities are hiking, biking and soccer.Michael Haimerl



1.4.2 Clifton StrengthsFinder

During the first weeks of the semester, all the EPS students had the chance to have

StrengthsFinder lessons provided by Peter Menger, an expert from the University of Hague

in Netherland. These lessons permitted to understand and develop the team principal work

strengths and, thanks to that, allow the team to have an efficient team organization. This

means that the various tasks are distributed between the team members according to the

required skills which are needed to solve the problem of the task.

To discover these talents, all the students made a serial of tests, which gave the team at

the end 5 principal talents. Then the results of each team members have been gathered to

analyze them and find the suitable organization for the group. These results can be found

in the appendix.

The result is that the team has a balanced profile, with strengths in every sector, except in

the “Influencing” part. The conclusions are that every team member has a unique strength

that makes him an expert in a definite area and, because of the weakness in the influencing

part, the team does not have a strong real leader. Everybody will have to take the lead in

turn and when it’s needed. The main strength in the project group is in the execution part,

if there is a goal to define, it will be no problem to reach it in an appropriate time. To work

in good conditions, it’s necessary to keep an open-minded working atmosphere, listening

closely to each idea and discussing it.

Hello, I a Gijs ert Hout a . I fro Utre ht i the Netherlands. I am 19 years old and studying mechanical engineering at Avans university of applied sciences Den Bosch. I joined the European Project Semester for the possibility to work in a multicultural project group. Working with people in a group project requires good leadership and collaboration skills, I want to learn further to work together with people from different countries with different languages. I also want to expand my study experience a road. I i terested i Fi la d e ause of their experience and innovations with sustainable solutions, for example the project of the wet grain package.Gijsbert Houtman



1.4.3 Belbin Test

In every team, it’s crucial to know the comportment and personalities of each member to be

able to work the most effectively. As the European Project Semester is based on teamwork,

it’s a real necessity to know the working habits of each member to reach the project goals.

In this idea, all the long of the semester the ‘Korntainer’ had team building courses carried

by Roger Nylund, the EPS coordinator, to improve the team cohesion. During these

courses, the team completed a Belbin test, which is useful to investigate which role each

team member is playing.

According to Meredith Belbin, a British management theorist, each member of a team tends

to take a specific team role. A Team Role is defined as "a tendency to behave, contribute

and interrelate with others in a particular way." So, having different personalities and ways

of working in a group make it easier to accomplish a task and to manage the whole project.

For that Mr. Belbin distinguished 8 team roles and created a test that helps the team

members to identify themselves to it, you can find below the Belbin test results of each

member and the explanation of how the team members behave in a team.

Gijsbert Houtman - Belbin Profile:

This is an interesting Belbin profile here, with a strong Axe Coordinator/Shaper/Plant. First

the Shaper part; the shaper always need to be challenging, to have goals to complete, if he

hasn’t precise plan in his head of what is needing to be done he gets bored and may even

get irritated. That’s why he always energizes the group with whom he works, to have this

dynamic atmosphere where he can use 100% of his capabilities and where he works best.

Gijsbert HoutmanCoordinator Shaper Plant Monitor Implementer Resource investigator Team worker Finisher1 1 2 2 2 0 1 2 02 2 3 2 2 0 0 1 23 2 1 1 2 0 2 1 14 1 1 2 0 1 1 2 25 1 2 1 1 1 2 1 16 1 2 1 1 1 1 2 17 2 3 1 0 2 2 0 0Total 10 14 10 8 5 9 9 7think act



Then the Coordinator part, a coordinator is a trustworthy person, who knows his qualities

but also his defaults. With him, no matter how long it takes, you can be sure that the work

will be done. He is also a man who can take the lead of the group when it is necessary to

take decisions, set goals or assign tasks. He is really a reliable person in a group and his

teammates can have confidence in him.

Finally, the Plant part, it’s always good to have a plant profile on a team because he’s a

person who always has ideas to solve a problem. The idea of new issues will excite him

because it means the need of a new, inventive solution where his qualities of imagination

and creation serve best. He is not afraid of difficulties and will be happy to offer a solution

to his group.

Resource Investigator and Team Worker are also part of this profile, which means that he

likes working in cooperation and will transmit his enthusiasm to his teammates.

Hugo Bonnafous - Belbin Profile:

According to the vision of the Dr. Belbin, a team worker is a person who loves to work in

co-operation. He is also diplomatic, who’ll always try to avoid conflict and friction and who

will also find the right words to express a collective opinion. His principal qualities are a

good listening and the fact that he will always work in the team interest by supporting his

teammates.

The second big aspect of this Belbin test is the plant talent. A plant person is someone

who's never lack of ideas and who will always try to find an innovative solution to a problem

so, he will never be afraid to face multiple and complex problems because he is sure he will

find a solution thanks to his great imagination.

Hugo BonnafousCoordinator Shaper Plant Monitor Implementer Resource investigator Team worker Finisher1 2 1 1 2 1 0 2 12 1 2 3 1 0 0 2 13 2 1 1 1 0 3 1 14 1 1 2 2 1 2 1 05 0 0 0 1 2 1 4 26 0 1 3 1 2 1 2 07 1 3 1 0 1 1 1 2Total 7 9 11 8 7 8 13 7think act



In a team, a shaper will dynamism the others, he brings his good mood and his desire to

finish what he has begun. He is also a man who knows how to work under pressure and

who will not escape when difficulties are coming.

This profile is very balanced, whose defects are compensated. Indeed, a team worker

because of his desire to satisfy everyone, can have difficulties to take decisions in crunch

situations but his shaper part will help him to take this decision. In the other direction, a

shaper can sometimes offend people because of his very decided opinion but the diplomatic

part of a team worker will compensate this default.

So, the person who belongs to this kind of profile will bring his many ideas to the team and

present them in order that everybody accepts them. But if his other teammates explain to

him that these ideas are not good, he will understand it and not be offended, for the good

of the team. If a decision, even a difficult one, must be taking, he will not be afraid to take

it.

Jasper van Dreumel - Belbin profile:

Here you have a very balanced diagram, difficult to analyze because there is no big trend

that will allow to degage a specific Belbin profile. A team is on his best when every quality

is taken by one of the group members. There is a possibility that one member has two

qualities. This charter is showing that this team member has several qualities but not really

one specific quality. Some people would say it will cause a problem within the team, but

there are some advantages. For example, when almost every quality is taken by a group

member and one quality is missing, someone whit this balanced diagram can easy take this

quality.

Jasper van DreumelCoordinator Shaper Plant Monitor Implementer Resource investigator Team worker Finisher1 1 1 0 3 2 1 1 12 1 2 2 1 1 1 0 23 2 2 1 1 0 2 1 14 1 1 2 1 1 2 1 15 1 1 1 1 2 1 2 16 1 2 1 2 1 1 1 17 1 2 2 1 0 1 1 2Total 8 11 9 10 7 9 7 9think act



The biggest trend of this profile is the shaper part. A shaper is someone who’s not afraid of

difficulties because he loves challenges, he always makes a duty to finish his work, no

matter the difficulties. He’s also someone who works well under the pressure, because it's

just another challenge for him to be performant in this situation. In a team the shaper

energizes his teammates to create a dynamic environment, where he is performant.

The monitor aspect is an important part of this profile. A monitor is an analyzer, someone

who takes time to examine all the options to take the right decision. He has good qualities

of analyses and discernment which allows him to judge accurately in difficult situations or

problems. In a team, a monitor can be a bit recessed, but it is just to watch the problem in

his globality, that’s why his teammates should always imply him in the project and be aware

of his point of view.

With the same importance, the plant, resource investigator and finisher aspect will be

defined. This combination means this is a hard-worker profile, who drives a project from the

beginning to the end: have the idea, make researches to develop and concrete it and finally

makes his project real and present it to the others.

Michael Haimerl – Belbin profile:

According to Dr. Meredith Belbin, you can classify the personality of individuals in a team

by using 9 strengths. The following test results are based on 8 strengths, because you

cannot measure the strengths of a specialist in a short test. These 8 strengths can be

divided into two areas, the “think” area and the “act” area.

Michael HaimerlCoordinator Shaper Plant Monitor Implementer Resource investigator Team worker Finisher1 1 1 1 2 1 1 2 12 1 1 2 1 0 2 2 13 2 1 1 2 0 2 1 14 1 1 2 0 1 2 3 05 0 2 1 0 1 3 0 36 1 2 1 1 1 1 2 17 4 3 1 0 0 2 0 0Total 10 11 9 6 4 13 10 7think act



If a more detailed subdivision is needed, you can use the three areas:

- communication orientation: Coordinator / Team worker / Resource Investigator

- knowledge orientation: Plant / Monitor

- activity orientation: Shaper / Implementer / Finisher

The Belbin test results of Michael Haimerl show, that he has five main strengths with 9 or

more points. He has all the strengths out of the area “communication orientation” and two

of them, the team worker and the resource investigator, can be found in the category “act”.

People with these two strengths are described as extrovert, enthusiastic and communicative

as well as cooperative, mild, perceptive and diplomatic. The third strength is the coordinator

and the characteristics of these people are mature and confident. All these strengths

combined in one person guarantees a balanced character with insights in all the different

aspects of communication levels, within the team as also with the environment. Allowable

weaknesses of such a person are his over-optimism and that he might be manipulative.

In addition, there is his strength shaper out of the area “activity orientation” or the category

“think”. A person with this strength is described as dynamic and likes to solve challenging

problems. Such a person thrives on pressure and works then even better. One weakness

of this strength is his prone to provocation.

His fifth strength, the plant, is out of the area “knowledge orientation” or the category “think”.

People with this strength are creative, imaginative and unorthodox. Because of these

characteristics, these people can solve even new and difficult problems. One weakness is

there avoidance to think to long about the details of an idea.

The strengths profile of Michael is a balanced one. He can take various roles within a team

and do a good work. But the analysis also shows, that he will work much more effectively

in a team with experts, who concentrate on the important details of the project work. The

biggest advantage of Michael’s strengths profile for his team are his helpful actions in every

difficult stage of project work. In these times, he can work in the most efficient way.

The next Figure 2 shows the results of the Belbin test in total to get a better overview. The

color assignment of the single team members is:

Orange = Gijsbert Houtman | Blue = Hugo Bonnafous

Yellow = Jasper van Dreumel | Green = Michael Haimerl



Figure 2: Belbin test results – Team ‚Korntainer’

In addition, the following Table 1 is showing that the team is effective in collecting knowledge

and in communication them to the others.

Table 1: Classification of the team members by their orientation

Each member, except Jasper, has a specialty in a definite area like Hugo is an expert of

the working in a team, Gijsbert is the dynamizer of the group and Michael is the resource

7 10 10 813 10 9 78 13 9 911 9 10 98 6 8 109 11 14 117 4 5 77 7 7 9Hugo Bonnafous Michael Haimerl Gijsbert Houtman Jasper van DreumelCommunication orientation StrengthsArea of Orientation NamesKnowledge orientation: CoordinatorTeam workerResource InvestigatorPlantMonitorShaperImplementerFinisherActivity orientation:



investigator. Jasper has more a polyvalent profile, which means he can help his teammates

to solve every problem, no matter what it is.

After analyzing the board and graphic, it will show you that the team ‘Korntainer’ has a

balanced profile, but with a lack of some key aspects like the implementer and the finisher.

For the finisher part, is not a big problem because the team has the complementary talents

to not have an absolute need of a finisher. For the implementer, is more difficult because

he is often, in a team, the leader who takes the right decision. This tendency is confirmed

by the StrenghtsFinder test results, which was showing a lack of leadership. Because of

this lack, the team decided to share this post, so the team won’t have a real leader for this

project and every member can take the lead of the group for a specific part where he is the

expert. For weighty decisions, the team scheduled a meeting where everyone can express

his point of view and at the end, the majority opinion is adopted.

As a conclusion, the team can say that there isn’t really a team member with a balanced

profile but rather members who balance out among each other as a team.

1.4.4 Team’s Contract

This team exist out of a lot of different profiles, in order that each member work on the same

way, the ‘Korntainer’ group needs a team contract to summarize the ideas how to work with

each other. It’s a document with the team vision of working, the distribution of roles within

the team, the basics rules that everyone must follow and the definition of the working

environment. The team contract can be found in the appendix.

1.4.5 Corporate Identity

The aim of the project, in his globality, is to propose a new product to facilitate the storage

and trade of the grain stock of the local farmers. Creating a new product which will be in

direct concurrence with existing solutions is not something easy. The team must think that

the project is like an assignment of a company.

1.4.5.1 The Name of the Team

Firstly, the team had to find a name for the company/team. As an international team, each

member tried to find a name from their own language, after several tries the team stopped

on the name of Korntainer. The first part “Korn” is the German name for grain, the second

part has been added to refer to the word container. Thus, the team has a name evoking in

one way their mission, working on a new way of storing the grain and in the other way the

international aspect of our group.



1.4.5.2 Logo of the team

The next step after finding a name for the company, was to find a logo for the corporate

identity.

Figure 3: First drafts of the logo

The first idea was to put an ear of corn in a middle of a recycling symbol, the ears for the

reference of the team name Korntainer, the recycling symbol surrounding the ears to

symbolize in one way the fact that he “contains” it, just like the bag what will be created,

and in the other way the ecological aspect of the project, which aims is to reduce the waste

of the process of grain storage.

Figure 4: First version of the logo



After discussing this logo, the team find that an ear of corn was not the appropriate symbol

for the company, because it’s going about grain and not corn. Because of these thoughts,

the team decided to conserve the idea of the recycling symbol, but this time not surrounding

an ear of corn but an ear of grain, the team reworked the colors to obtain this final symbol.

Figure 5: Final version of the logo

1.4.5.3 The mailbox of the team

‘Korntainer’ decided to create a mailbox for the company from where the team can contact

their team supervisor and other companies to obtains data or ask for a visit. Here is the

‘Korntainer’ email-address: [email protected]. Each member has access to it and

can contact the company of his choice for more information.

1.4.5.4 Website

A crucial step of the project was the creation of the company website. In this website, the

team decided to put a short description of the project and of members of the team but also

an update of each big events of the project, like the visit of local farms using the big tube

storage technology or the skype conference with the Swedish project supervisor. Each

member can add new articles and take care of the management of the website. You can

find the website at this following address: https://wetgraininpackage.wordpress.com/.

mailto:[email protected]

https://wetgraininpackage.wordpress.com/



1.4.5.5 Business card

The last step of the corporate identity, after having an email address and a website, was to

create a business card. The idea was to create a simple business card, which summarizes

the essential information about this company. The address on it is the address of the Novia

UAS university where the team created this company and where the team worked most of

the time on the project.

Figure 6: Business card of the team ‘Korntainer ‘

1.4.6 Mission and Vision of the Team

At each project start, the team should ask what it’s the fundamental purpose of it, why it has

been developed for and what is the long-term view. The global aim of the project has already

been defined but the EPS goal needs to be explained better.

So, the mission of the EPS team is to conduct research to find the most sustainable foil for

the grain packaging. To best define and to reach this specific goal, additional tasks have

been giving to the team: find if the material chosen for the bag can be refined into usable

products that have a commercial value, research about the cleaning technologies for the

treatment of the bags and research about eatable plastic for a possible use in the project.

The vision of the team for this project is to create a new product for farmers whose

composition will reduce the waste generated by the current method by using the wet grain

in package technology and thus reduce the green footprint of the local farmers.

Project Definition Page | 16


Project Definition

2.1 Project Description

The agriculture in the Nordic area is composed of big agricultural exploitations but also small

local farms, which in most of the case, don’t have necessary production for using silos. For

these cases, an available solution is using big plastic tubes for the storage of grains, which

are crimped in advance. However, this solution presents several problems: the big tubes

are not transportable because of their size. Once the big plastic tube is opened you cannot

close it anymore, which is a problem for the conservation of the grain. But the main problem

is the afterlife of this technology. Indeed, today the plastic is used for the composition of

these big tubes and most of the time the big tubes are not recyclable. The big tubes are just

burned or thrown into the landfill, which is the worst solution in terms of waste management.

The aim of the global project is to find a new solution of grain packaging, using smaller bags

which will be transportable and so tradable between farmer. The goal of the project, which

is just a part of this big project, can be summarized as the “Investigation about the handling

of the plastic waste which arises from the packaging process of wet grain”. In other terms,

the team must find the best type of plastic for these bags which must have a commercial

value after its using.

2.2 Organization and Structure within the Project Team

The EPS charter constrains the team to choose a chairman and a secretary for the first part

of the EPS semester. ‘Korntainer’ choose Michael Haimerl to be the chairman, his role is to

manage the team in a clever way, to set goals for the team and be a force of proposal on

the project. For the post of secretary Hugo Bonnafous was chosen, his aim is to help the

chairman in his tasks but also to look after the management of the team and always take

notes of the ideas proposed during meetings, take care of the communication inside the

team but also with the external actors. Therefore the 2 remaining teammates can completely

focus on the project research, but it doesn’t mean that the chairman and the secretary

cannot help them in their works and, in other ways, the 2 remaining teammates cannot help

the secretary and the chairman in their tasks. After the deadline of the midterm presentation,

these roles will be exchanged and so everybody will play a different role within the team.

You can find the details of the team assignments in the Table 2 below.



Table 2: Organization and structure within the team

Name Function in project Special work field Michael Haimerl Chairman Project Management tasks / Guiding through the Initiating & Planning stage Hugo Bonnafous Secretary Contact with expert and specialized company / Help in team member profile redaction Jasper van Dreumel Researcher Research about the after-usage of plastics Gijsbert Houtman Researcher Research for the best available type of plastic



2.3 Environmental Analysis

At the initial stage within the definition of the project, the main influencing factors need to

be identified and evaluated. Therefore, both internal and external factors affecting the

success development of the project are analyzed in the Figure 7 below.

Figure 7: Environmental Analysis – The main affecting factors

According to the PMI guidelines, this graphic summarizes all the internal and external

factors which may enhance or constrain the project. Though the factor list may not be

comprehensive you can find the principal elements of the project like the human resources,

the communication channels and the marketplace conditions. They are considered as

inputs to the planning process and can be used to have an overview of the project.

Project Initiation Page | 19


Project Initiation

3.1 Project Charter

A project charter determines the scope, the objectives, and participants of the project in

form of a written and signed document. It is recommended to create this document in an

early stage of the project. The following Figure 8 is an extract of the original document,

which can be found in the appendix.

Figure 8: Project Charter – extract 1

At the beginning, a project charter includes the project name, the date, the project lead and

a list of the stakeholders, which have an interest in the outcome of the project. Furthermore,

the charter states a high-level description of the project, which means to name the goal of

the project or what the project is about in a few words. The reason for the project and the

strategical intention can be found in the ‘Business Need’. In the case of this project work,

the business need of the bigger project ‘Wet Grain Package’ is almost the same as it is for

this sub-project, the ‘Investigation about the handling of the plastic waste which arises from

the packaging process of wet grain’, because they are connected to each other. Therefore,

the business need describes the situation for the whole project with a focus on the

responsibility for the environment, which means the avoidance or the reducing of single-

way plastic materials.



The next Figure 9 shows the project goals, which are determined by using the methodology

SMART. This means a specific, measurable, accepted, realistic and time bound goal

definition.


The main goal of this basic research, the investigation about the handling of the plastic

waste, is divided into three sub-targets. These targets are focused on the commercial

aspects of the waste handling and the technology. In addition, they create the framework of

this project and help to avoid a scope creep. Beside the description of the goals and the

setup of a framework for the project, the project charter includes a high-level list of the

requirements for the suggested solutions. Both definitions are extremely significant to lead

the first research work into the right direction and to make sure, every project participant is

aware of the aim of the project work.

The last extract, Figure 10, shows another important text passage of the project charter. It

is the schedule with the defined milestones. These milestones are an orientation and an

instrument to measure the work progress. If one milestone is reached, the project team will

come together and review the work progress and whether the project is in time or not. In

this project, the milestone can be an event, which will have a substantial influence on the

research work, as well as a sub-target or the main goal. A further point is the determination

of possible project risks, which is formulated in form of a high-level list. There is a high

degree of certainty, that the list doesn’t include all the risks, which the project team will face

during their work. However, these presumptions help to be aware of these risks from the

start of the project and to develop first measurements to avoid or to deal with these risks.



This list is also a basis for the risk-analysis, which will be developed during the planning

phase of the project management and the project work.


The last point in the project charter is the ‘Justification’. Basis for the justification is a

previous feasibility study of the project, which helps to examine whether the project will face

great constraints or not. For this project, the project team does not expect greater

challenges and therefore, the start of the project and the execution of the project is

recommended.

Mister Frände, the Project Supervisor, signed the project charter on the 5th of October. All

participants of the sub-project, the project team ‘Korntainer’ and Niklas Frände, agreed to

refer to this project charter during the project work in the next four months.



3.2 SWOT-Analysis

The SWOT-analysis uses the results of the environmental analysis to compare the negative

and the positive aspects and their impact on the project. SWOT is an acronym for Strengths,

Weaknesses, Opportunities and Threats and it is one of the most important tools for a

strategic analysis. The analysis is made by using a matrix with an “External analysis” side

and an “Internal analysis” side. The external analysis shows the opportunities and threats

for the project work, which are caused by the environment (e.g. laws, end user, location of

the application areas). The internal analysis points out the strengths and weaknesses

regarding the work structure (e.g. skills of the project team members, provided data bases).

Figure 11: SWOT-analysis

> better support and a detailed planning for the fields of research since its inception by the project manager (or supervisor)> providing of a database for the team or a short dossier to inform the team about news and changes in the field of research by the project manager (or supervisor)> fast communication, e.g. with experts of other project partners of 'Wet Grain Package'> Arrange several meetings with companies and farmers to guarantee the realization of the investigated solutions> Keep in contact with the Swedish expert, who is responsible for the construction design of the packaging machinery for the new big bag idea > good management and monitoring & controlling to avoid "scope creep" by working out too many details and not being focused on the project goals, because there are so many unclear subjectsweaknessesSWOT - AnalysisInvestigation about the handling of the plastic waste which arises from the packaging process of wet grainopportunitiesthreats

Internal analysisExternal analysis "expand" "catch up""secure" "avoid"

strengths> no existing programs to reduce waste or to create a commercial value for waste in the project region (exception: Sweden, but only an organized waste disposal structure) (innovative)> plastic waste is an unwanted thing for the 'green' agriculture sector, but there is no sustainable waste handling solution> the agriculture sector in the project region does not have the required structure (small farms, not connected) and technology (no industrial character of the single farms) to collect the plastic waste in an adequate volume to bring it to the local recycling companies (no or poor use of standard waste disposal structures)> the investigated solutions should be affordable for the farmers> the association of R&D institutes has access to various own programs or reports and the expert knowledge of their employees> the Swedish Machinery Institute has a special expert, who has experience as a farmer> the project team consists of young people with motivation and specific knowledge > limited time for the realization of this R&D project> project team has never worked in this constellation before (no experience as a team)> field of research (agriculture sector and plastic industry) is new for the team> intensify cooperations and projects of the R&D institutes with the agriculture sector and in some cases with single farms in the project region, especially in the new field of research 'Handling of plastic waste in the agriculture sector'



The SWOT-analysis in Figure 11 offers a critical view on the own project and confronts the

team with the question of the own weaknesses. The task is:

“Maximize the benefits from the strengths and opportunities and minimize the losses from

weaknesses and threats.”

This analysis of the interactions between the various combinations helps to determine

strategies for the future. The strategies for the project at issue are written down in the center

of the matrix and their titles (“expand”, “catch up”, “secure” and “avoid”) show for what the

strategy stands for.

The strategy “expand”, which should increase the value of the strength-opportunity

combination, suggests intensifying the cooperation and projects of the Research &

Development institutes with the agriculture sector in the project region, especially in the new

field of research “Handling of plastic waste in the agriculture sector”. There are only few

projects in this field of research and the agriculture sector, as a “green” business, will gain

many advantages out of the development of sustainable solutions for the packaging

process.

The title “secure” means that the project group should be careful to be focused on the needs

and requirements of the farmers in the project region. The agriculture sector in the project

region does not have an industrial structure and therefore, there should be a gapless

communication with the end-users to keep a practical point of view.

With the “catch up” strategy, the project team wants to avoid future time delays because of

unstructured and not prepared project management. The team consists of young, motivated

students, who have never worked in this constellation before and who do not have

experience in the project subject. Such a team needs a well-prepared data base to inform

them about the main aspects of the project and clear defined objectives to support a fast

start of the project work. The strategy is a recommendation for the work of the project

manager to ensure that he takes care of these aspects.

The main task out of the “avoid” strategy is a good project management with focus on the

monitoring & controlling part. Without experiences in this field of research and with so many

unclear subjects, the probability of a scope creep is high. This increase in the scope would

cause a time delay and because of the time restrictions, the project management must focus

on the supervision of the project work of the individual work of the team members.

The SWOT analysis is also used as a basis for the risk analysis in the “Project Planning”.



3.3 Stakeholder Analysis

The stakeholder analysis offers a good overview about the individual interests of the

stakeholders and their influence on the sub-project of the student group ‘Korntainer’. In

addition, the stakeholder analysis provides the following outcome:

▪ Identification of possible resistance from individuals, groups or institutions in the

project initiating phase

▪ Development of measures to achieve win/win situation

At first, the project team analyzed all project stakeholders and their special roles, interests

and expectations. The subsequent process was the evaluation and prioritization of the

stakeholders and to decide how the communication with these groups or persons should

be. The last action was the development of win/win strategies, which should help to increase

the efficiency of the project work or to get more information for the participants.

There are several different parties interested in the realization of the project work of the

student group ‘Korntainer’. The following Figure 12 shows an abstract display of the

stakeholder structure.

Figure 12: Structure of stakeholders

Most of the stakeholders, for example the Swedish Machinery Testing Institute, are project

participants themselves and work for the main project “Wet Grain Package”. There are only

few connections to end-users of the technology, the farmers in the project region.



The main research project “Wet Grain Package” started only a few months before the sub-

project of the student group and on this account, there are only a few connections to the

end-users. These connections to the end-users must and will be developed, but currently,

there is only the expert of the Swedish Machinery Testing Institute, Hans Arvidsson, who

supports the project team as a direct contact with information about the needs of the farmers

in the project region. He has an own farm and develops the packaging machinery for the

storing process of wet grain in big bags.

The following Table 3 shows the goals, motivations or interests of the other stakeholders

and if their influence and their interest in the project are low, middle or high.

Table 3: Goals, motivations and interests of the stakeholders

The whole analysis helps to decide whether there should be a careful communication and

a focus on the stakeholder’s requests or not. As you can see in the table, there are different

possible actions, like “Manage closely”, “Keep satisfied” and “Keep informed”. These terms

describe the intensity of the communication with the stakeholders and are defined in detail

in the communication plan in the chapter “Project Planning”.

Influence Interest ActionMiddle Middle Keep satisfiedLow Low MonitorHigh Middle Manage closelyHigh Middle Manage closelyHigh High Manage closelyLow Low MonitorHigh Low Keep satisfiedGreen Footprint' of the new wet grain storage idea to increase the probability of a successful project implementation in the project regionCheap and simple way of disposing the plastic waste without investments in disposal or cleaning technologiesComprehensible and logical structur of the project management and the monitoring and controllingLogical structur of the reports (Mid-Term Report and Final Report) and research results regarding sustainable packaging ideas for wet grainSuitable inner foil for the new big bag packages for wet grain to make adjustments at the new developed packaging machineryGreen Footprint' of the new wet grain storage idea to increase the probability of a successful project implementation in the project regionResearch results regarding sustainable packaging ideas for wet grain and their classificationRoger Nylund(Coordinator European Project Semester)Goals, motivations, and interests regarding the sub-project of the student group 'Korntainer'Stakeholder groupSwedish Machinery Testing Institute(Umeå)Swedish University of Agricultural Sciences(Umeå)Novia University of Applied Sciences(Vaasa)Norwegian Institute of Bioeconomy Research(Tjøtta)Farmers in the Nordic countries(Botnia-Atlantic) Niklas Frände(Supervisor of the student project team)



3.4 Feasibility Study – Telos

The project management uses the feasibility study to summarize the complete insights of

the project definition and initiation phase as well as the results of the accompanying

research to create an information base for the further project planning phase. This study

can be also used for demonstration purposes and finishes the chapter “Project initiation”. In

the following image, you can see the feasibility of the project work in various areas in the

form of a TELOS structure. TELOS is the abbreviation for Technical feasibility, Economic

feasibility, Legal implementation, Organizational implementation and Scheduling, time

implementation and all the insights of the previous analysis are structured in the same way.

The following Figure 13 is also an important part of the project charter and basis for the

justification and the recommendation of the research team ‘Korntainer’.

Figure 13: Feasibility study TELOS



The colors of the single parts of the feasibility analysis signalize the estimated difficulties

the project group might face during their research work. First studies showed a low

expectation that the legal regulations cannot be fulfilled by investigated solutions for the

handling of plastic waste. This part of the TELOS analysis is marked with the color ‘green’.

In contrast, the organizational implementation is highlighted with the color ‘red’. According

to the consensus opinion of the participants, the focus of the project management should

be on a careful implementation of structures and regular working processes for the team.

As it was already mentioned in the previous SWOT analysis, the group has never worked

in this constellation before and therefore, there is a need of structures to form an efficient

project team in a short period of time to avoid any scope creeps or time delays. The

conclusion of the analysis regarding the scheduling and time implementation, which is

marked ‘yellow’, suggests for these points raised before a fast intervention of the project

manager. The handling or management of a scope creep or a time delay requires a detailed

action plan. The project management will focus on these plans and elaborate for example

a detailed scope and time management in the chapter “Project Planning” as well as efficient

monitoring & controlling tools in the Chapter “Project Execution”. The last two parts of the

feasibility study, the economic and the technical feasibility, are closely linked. The

agriculture sector in the project region does not have an industrial character and the farms

are small and the farmers have only low margins by trading their products. The investigated

solutions to handle the plastic waste which arises from the packaging process of wet grain

must be affordable and technical feasible and the team should always remember these two

aspects during their research work. For this reason, these two parts are highlighted ‘yellow’

and they will be handled carefully by the project management in the monitoring & controlling

stage of the project.

Beside of these summarizing qualities of a TELOS analysis, the project team can use it as

another good basis for the risk-analysis in the chapter “Project Planning” together with the

SWOT analysis.

Project Planning Page | 28


Project Planning

4.1 Scope Management Plan

A scope management plan uses the data of the project charter as an input. Out of the project

mission and the defined framework of the project, the project management can develop the

plan. This plan describes the process of preparing the scope statement, the process of

creating the work breakdown structure and the process of how deliverables will be verified

and accepted. Outputs of these scope management actions are the project scope statement

and the work breakdown structure.

The insights of the previous project management phases, the “Project Definition” and the

“Project Initiation”, are used to create the scope statement. This is a detailed version of the

high-level description of the scope in the project charter. In the project charter, the task of

the research work is described as an “Investigation about the handling of the plastic waste

which arises from the packaging process of wet grain”. In a more detailed form, the task

can be characterized as the “Investigation about the most sustainable way of the handling

process of the plastic waste which arises from the packaging process of wet grain in the

project region in consideration of the financial affordability and the technical realization”.

This main objective is subdivided into three sub-tasks:

▪ Research about possibilities for the inner bag after use with a focus on the creation

of a commercial value through these investigated solutions

▪ Description of the required purity degrees and the related cleaning technologies for

the developed solutions

▪ Clarification about the usefulness of edible plastics as packaging materials in the

agriculture sector

Out of these achievable goals, the project team created the framework of their research

work in consultation with their supervisor Niklas Frände and the Swedish expert Hans

Arvidsson. The project of the team ‘Korntainer’ is a base research and therefore, it should

form an information base for the other projects of the whole research group “Wet Grain

Package” regarding the handling of the plastic after use. The focus is on the special needs

of the project region, but the team will also work with the results out of analyses of other

similar projects around the world in their report and the conclusion. The type of the scope

is a mixture of a work- and process-orientation and an orientation toward functional

requirements, but the focus is not on the development of a new product. It is more



recommended to use standardized processes and solutions to ensure the practical

realization and to avoid possible high costs.

In addition to this scope statement, a work breakdown structure visualizes what the project

work is about and what are the borders of the research. In this structure, the tasks to achieve

the determined goals are sub-divided into smaller work packages. The following Figure 14

shows the project management related work breakdown structure.

Figure 14: WBS - project management related



The project team decided to create two work breakdown structures. The first one is mainly

to determine the required management tasks. The project is structured into 5 steps and

every finish of a step or phase is a big milestone. The content of the project definition phase,

the project initiation phase and the planning phase are standardized, and their content

follow the instructions given by the PMBOKGuide and Mister Roger Nylund in his classes

‘Project management’.

For the planning of the project execution phase, an additional work breakdown structure

was worked out to determine this important chapter in detail. This work breakdown structure

focuses on the research work and its elements. The following Figure 15 shows the

determined work packages for each element of the research work. It can also be looked up

in the appendix.

Figure 15: WBS – research work related

Through the findings and the results of the work breakdown structures (project management

related, and research work related), it is possible to elaborate the time management plan,

which will follow in the next chapter.



4.2 Time Management Plan

The time management plan is the most important document of this research project. Strict

time restrictions cause a substantial risk for the project success because a project delay

cannot be compensated by adding extra days or using more resources. The students are

working as a team for four months on this project and no other group will work on the project

furthermore. Time is, beside of the need to implement an efficient working structure, the

biggest constraint of this project and this makes a gapless information flow between all the

project participants necessary to avoid any time delays. One highly recommended action is

the use of Microsoft Project or an excel sheet with similar data to provide a clear planning

and a project plan for all project participants. The time schedule and project plan will be

reviewed regularly by the project manager and the project participants are obliged to remind

about their labor input soon enough and in detail to the manager. Milestones and weekly

meetings give the project participants a good overview at which timely point the project

stands. First milestones were determined in the elaboration of the project charter and can

be seen below.

Milestones:

▪ 10/04/2017 Telephone conference with Hans Arvidsson

▪ 10/05/2017 Signed Project Charter

▪ 10/13/2017 Completing the Planning Phase

▪ 10/24/2017 Presentation of the Mid-Term Report

▪ 11/17/2017 Finishing the work on the given questions

▪ 12/08/2017 Finishing the conclusion with presentation of own ideas

▪ 12/21/2017 Finishing the review of the project report

▪ 12/18/2017 Presentation of the Final Report

These milestones should be reached at a determined date. They are given by the project

supervisor, Mister Niklas Frände, and the organizer of the European Project Semester,

Mister Roger Nylund as well as by the manager of the team and are very specific. Parallel

to these great milestones, the project management uses the project phases of the work

breakdown structure (project definition, project initiation, project-related planning, product-

related planning, project execution and project closing) and their finishes to create further

smaller, but also important milestones. Because of these considerations, the project

management uses distinct colors in the Gantt chart to separate the phases clearly.



The estimation of time for the phases “Project definition”, “Project Initiation”, “Project

planning” was difficult for the project team. It exists only a short-term planning for these 6

weeks at the beginning, which contains events, which do not take longer than two days.

Several factors prevented the team to do a long-term planning for these phases:

▪ The team forming phase took a long time with intensive part-time work in

StrengthsFinder-workshops, because most of the team members did not know

each other from before and they are from different cultures with different

languages. This phase was necessary, but a long-term planning was useless at

this moment.

▪ The team members needed time to get used to the new environment and the

provided work places in the university. Plans were modified from one day to the

next, always following up-coming events and activities. The Planning was not

possible without any stable structures for the team.

▪ The objectives and the framework of the project haven’t been clear till the

telephone conference with Hans Arvidsson was done at the October 4th. Without

borders for the project, the team could not do an accurate planning of all required

work packages and therefore, not plan the duration of the processes.

After this telephone conference with the Swedish expert for the design of the packaging

machinery to store wet grain in Big Bags, Mister Hans Arvidsson, who could support the

team with some important information, the team was able to develop a more long-term

planning. Because of this event, the project team reviewed the previous scope

determination and the schedule. The milestones were also adapted and equipped with

additional information to follow the new direction of the project. The information of the

chapters “Project Initiation” and “Project Planning” in this report is mainly based on this

current development in the project research.

For the new long-term planning, the project team needed to estimate the possible duration

of each work package and clarify the dependencies and sequences of the future tasks. To

avoid the risk of time delays and their consequences for the whole project duration, the

project management team uses time buffers on the one side. For the estimation of the time

for each of these work packages, the consultants use the project-related and the product-

related work breakdown structures, analogous estimates and the “Three-point- estimates”

method on the other side. For the analogous estimate, the work of each team member was

analyzed by the project manager. Combined with the manager’s experiences of former



projects, most of the time estimations was done by this analogous estimate and comparison

of similar processes. A few estimations required an extra tool, the “Three-point-estimates

method”. This method forces the user to think about the shortest time, the longest time and

the likely time. The formula can be looked up below.

This tool is useful, but it requires also some experience in the estimation of the time needed

for a process. Because the team has never worked in this constellation before, this time

planning has a high level of uncertainty. The project management is aware of this fact and

will monitor and control the research closely.

After combining every work package with an individual time length and structuring all work

packages regarding their dependencies, the project management elaborates the time

schedule in Microsoft Project, which can be seen in a shortened version in the Figure 16.

Figure 16: Project management phases

The program Microsoft Project provides the possibility of a presentation of the schedule as

a Bar chart, or also called Gantt chart (Figure 17). This visualization makes the planning

easier, because gaps in sequences or mistakes can be seen at a glance.

(Shortest time + 4 x likely time + longest time)6 = t (estimated)



Figure 17: Gantt chart – project planning

Another visualization is the time line as shown in the following Figure 18. This time line is

part of the Gantt chart visualization and makes it possible to navigate in the huge amount

of data easily.

Figure 18: Gantt chart - time line

This schedule is reviewed regular by the project management. The complete and detailed

time schedule, which is designed as a Gantt chart, can be found in the appendix. In the

detailed plans the required resources can be looked up in an extra row. The resources are

the number of project participants, who worked or will work at a single work packages. For

the estimations of the time, the project management considered that there can be benefits

of a team work compared to individual work and that this can have positive effects on the

working time for a task. Microsoft Project includes several useful tools, for example, the

highlighting of the critical path and the view of the time schedule as a Gantt chart or a

network diagram. But not every project participant can see the results of this program and

analyze it, because only the current project manager and chairman of the team has a

Microsoft Project license. Regarding this issue, the team agreed as a first step to export a

portable document file (pdf) out of the Microsoft Project file, which can be used by every

project member. As a second step, the project management provides another file in the

format ‘excel’, which contains a monitoring & controlling tool, the Earned Value Analysis

(EVA). This tool is based on the time schedule and includes the same information and it will

be reviewed in the same way as the Microsoft Project file. Every team member has access

to ‘excel’ and this file, which means a constantly available source of information. The

monitoring & controlling file can be looked up in the appendix.



4.3 Communication Plan

A research work like the project of the team ‘Korntainer’ is based on communication. This

does not mean only the communication between the team members, but also the

communication with the environment. Without some organizational structure of the various

communication channels, the probability of information loss or misunderstandings between

the project participants is very high and that is why the team analyzed the communication

and created a communication plan.

The basis for the communication plan is the previous stakeholder analysis, which was

elaborated in the chapter “Project Initiation”. The following Figure 19 shows the

classification of the stakeholders and their influence and interest in the project work.

Figure 19: Influence-Interest-Grid of the stakeholders



The object and purpose of the stakeholder analysis was the identification of possible

resistance from individuals, groups or institutions in the project planning and the project

execution phase. With the communication plan, the team tries to satisfy the stakeholders

by providing the necessary information in the required intervals. This ensures an efficient

communication and avoids problems and possible time delays because of the extra working

time to fix the gaps in the information flow.

The following Figure 20 shows the communication plan with all the stakeholders and the

recommended type of media. The intervals of the communication are not regulated,

because there is only the supervisor, Niklas Frände, who is informed about the work

progress weekly in a meeting. But the team will react on necessary changes instantly.

Figure 20: Communication plan



4.4 Risk Analysis

The project is affected by many risks which can occur during the project life cycle. The first

step was to identify and describe all the potential risks in a brief brainstorming meeting.

Afterward, the effect of the risks and the probability were combined with the impact. This

enabled the rating of the risk priority and the preventive and corrective measures. The

following Table 4 shows the risks identified by the project team ‘Korntainer’.

Table 4: Risk analysis

1 No suitable information for the research Innovative idea and poor information management in the agriculture sector x x x x Increasement in time and difficulty to do research work 20% 39% LOW - Own information acquisition2 Technically unfeasible No feasible solutions available because of lack of technology in the environment x x x x Termination of the complete project 10% 89% MEDIUM Research about technical feasibility and requirements for farms -3.1 Time delay(regarding the planning) Scheduling or time management was unappropiate and caused late starts x x x Complete project is late and cannot be finished properly 31% 84% MEDIUM Plan and define realistic milestones; accurate time management -3.2 Time delay(regarding the team behaviour) Meetings must be cancelled/postponed because of missing participants x x x x Complete project is late and cannot be finished properly 38% 76% MEDIUM Good communication and communication management -4 Missing end user acceptance End user (farmers) are not interested in the new solutions to handle waste x Project work is useless and needs to be redone 34% 100% HIGH Research about the needs of farmers and focus on practical realization -5.1 Scope creep (regarding the elaboration of chapters) Missing monitoring and controlling in the project leads to unwanted work x x Project work will be extended and will cause a time delay 58% 53% MEDIUM Communication of clear targets for sub-tasks and review of work progress Development of a 'Buddy-system' to get an individual monitoring/ controlling5.2 Scope creep (regarding the whole project work) Goals and/or sub-targets are bad communicated to the project participants x x x Project work does not have a clear result 48% 55% MEDIUM Enough time in the meetings to give all participants time to think about tasks Regular review of the work and meetings with all team members6.1 No support of project members (team internal) Project members are not interested in the project work and a good elaboration x x x x x Lack of quality of the research work and the report 11% 90% MEDIUM Team-building measures and honest communication Close monitoring of the team by the supervisor and the EPS project organisator6.2 No support of project members (Novia Univer.) Project members (e.g. supervisor/EPS organisator) do not have time/interest x x x x x No concrete guidelines can cause a confusion 30% 80% MEDIUM - Meeting of all project participants to solve problems / issues in an honest climate7 No support of stakeholders Stakeholders (other institutes) don't have time/interest x x x x Lack of information 33% 36% LOW - Supervisor as communication channel for requests8 Missing communication with suppliers or companies Communication is difficult/not possible because of no time/ interest/language x Lack of information and no suppliers to recommend 59% 60% MEDIUM Supervisor, native project members as communication channel List with possible alternatives of interesting companies9 No focus on practical realisation Missing focus on a practical realisation of the investigated solutions x x x Project work is useless and needs to be redone 53% 78% HIGH Critical review of goals and project work by supervisor and team / focus on practice -10 Investigated solutions are too expensive for farmers No or poor research work about the related costs x Project work is useless and needs to be redone 45% 65% MEDIUM Focus on the commercial aspect and add of safety factors in calculations -

Corrective MeasureEffect Probability Impact Priority Preventive MeasureRisk Description PhaseD I P E C



As you can see in the Figure 21, the ones which are marked with a red color are the ones

which need to be monitored constantly because of their high relevance. If these risks occur,

they would have a huge impact on the project. The risks which are highlighted in yellow and

green are having a lower impact on the project and need to be controlled less constantly.

Figure 21: Impact-Probability diagram

The risk analysis makes the project manager of the team ‘Korntainer’ aware of specific

areas, which require his special attention. If he identifies an upcoming risk during his

monitoring & controlling tasks, he will be able to rely on the formulated preventive and

corrective measures.



4.5 Quality Management

Parallel to the time, the project team must take care of the quality. To assure quality is a

critical part of any project. Such a research work consists of a final report with all the

investigated solutions and the conclusions and a huge amount of data. Without any quality

management and feedback, the single project members might struggle with their own,

individual goals and ideas for the project work. Beside of a decrease in the quality of the

language or the content, there can be an increase in scope and required time, because the

single person want to work further on an idea, which is already well explained. At the end,

the project team elaborates a detailed report, but this work does not suit the stakeholders’

needs or their expected quality levels. These thoughts show how important quality

management is for the success of the whole project. But it is very difficult to control the

quality of all the data by one person. Otherwise it is likely that a review of the work by the

whole team in regular meetings is time-consuming. To ensure that every project participant

gets a feedback for his work and that this feedback is efficient, the team needs a new quality

assurance system.

The new tool is called “Buddy Review System”. The team consists of four members and

every person has one buddy out of the team, who is responsible for the review of the work.

This constellation will change every week to ensure a homogenous feedback and review

system. The following Table 5 shows the system for the up-coming weeks.

The Project Member is responsible for …

Project

Member

Week 8 Week 9 Week 10 Week 11 Week 12 Week 13 Week 14 Week 15

Hugo

Bonnafous

Jasper van

Dreumel

Gijsbert

Houtman

Michael

Haimerl

Jasper van

Dreumel

Gijsbert

Houtman

Michael

Haimerl

Jasper van

Dreumel

Gijsbert

Houtman

Michael

Haimerl

Hugo

Bonnafous

Jasper van

Dreumel

Gijsbert

Houtman

Hugo

Bonnafous

Jasper van

Dreumel

Gijsbert

Houtman

Hugo

Bonnafous

Jasper van

Dreumel

Gijsbert

Houtman

Michael

Haimerl

Hugo

Bonnafous

Jasper van

Dreumel

Michael

Haimerl

Hugo

Bonnafous

Jasper van

Dreumel

Michael

Haimerl

Hugo

Bonnafous

Jasper v.

Dreumel

Gijsbert

Houtman

Michael

Haimerl

Hugo

Bonnafous

Gijsbert

Houtman

Michael

Haimerl

Hugo

Bonnafous

Gijsbert

Houtman

Michael

Haimerl

Table 5: Buddy Review System



4.6 Change Management

“Perform Change Control is the process of reviewing all change requests, approving the

changes and managing them to adjustments in the deliverables, the organization, the

documents and the project management plan.” (compare to the lectures ‘Project management’ at the University of Applied Sciences Rosenheim)

The project members know the action plan, if one of them recognize any future or necessary

changes in the project work:

▪ Information to the team and especially to the project manager

▪ If it is an important change, the team will set up an urgency meeting (in special cases

together with the supervisor Niklas Frände)

▪ The team will discuss about the questions ‘What has changed?”, “Why has it

changed?” and “How do we deal with this change?”

The project manager will always remind the team to think about the project management

triangle during their discussions and the solution finding. This triangle is shown below as

Figure 22 and is only an exemplary presentation to visualize the effects of every decision.

Figure 22: Project management triangle

Every change has influence on the scope, the time or the costs. Often, the word “quality” is

written in the middle of the triangle, because this should be the main concern by every

change in the project. In case of this project, the time is the duration of the project of 16

weeks or till the December 18th. The scope is the work breakdown structure and the costs

are not determined, because it is a student project, but the working time of the team

members can be compared by the costs. This helps to find suitable solutions for changes.

Project Execution Page | 41


Project Execution

5.1 Classification of suitable Materials

There are a few possibilities for the material of the wet grain package:

Figure 23: Suitable raw materials

Only the thermoplastics are useful for the making of a bag because the thermosets are not

able to melt.

For choosing the material for the inner-bag the following requirements are important:

▪ The inner bag needs to be able to contain 1m3 of grain.

▪ The inner bag needs to be resistant enough for the weight of the grain.

▪ The inner bag must be able to contain weak acids (PH 4-7).

▪ The bag must able to get recycled after use.

For choosing the material for the outer-bag the following requirements are important:

▪ The outer bag should be able to contain 1m3 of grain that is filled into the inner bag.

▪ The outer bag needs to be resistant enough for the weight of the grain.

▪ The outer bag should be transported by a tractor with a forklift unit.

▪ The outer bag should be re-used.

▪ A zip or rope/string should be attached to the outer bag.

Polymers Plastics ThermoplasticsThermosets not usableElastomers Thermoplastics (TPE)Thermosets (Rubber) not usable



▪ The name of the company should be printed on it.

To find a usable material the program CES EduPack has been used and the following

options for materials were being selected:

▪ Material universe: all polymers

▪ Processing properties: polymer extrusion: excellent

▪ Durability: water (fresh): excellent, water (salt): excellent, weak acids: excellent

▪ Recycling and end of life: recycle: yes, downcycle: yes, landfill: yes

The results:

▪ Acrylonitrile butadiene styrene (ABS)

▪ Ionomer (I)

▪ Polycarbonate (PC)

▪ Polyetheretherketone (PEEK)

▪ Polyethylene (PE)

▪ Polypropylene (PP)

▪ Polystyrene (PS)

▪ Polytetrafluoroethylene (PTFE)

▪ Polyvinylchloride (PVC)

It is important to compare these polymers on these following different levels:

▪ Price (EUR/kg)

▪ Embodied energy, primary production

▪ CO2 footprint, primary production

▪ Density (kg/m3)



Price related to density is an important thing, because the bag needs to be as cheap as

possible, and be of a minimum weight.

Figure 24: Price – Density – Diagram for various plastics ©CES EduPack

The Figure 24 shows that a lot of polymers are not useful for the bag because of their high

price and density, the polymers left to compare:

▪ Polyethylene (PE)

▪ Polypropylene (PP)

▪ Polystyrene (PS)

The Table 6 below shows a comparison of the most important technical data of the plastics.

Polyethylene (PE)

Polypropylene (PP)

Polystyrene (PS)

Typical uses

Food packaging,

plastic bags, oil

container, shrink

wrap, wet grain tubes

Big-bags, garden

furniture, car

bumpers, suitcases,

crates, pipes, ropes

Toys, mirrors, lenses,

beakers, cutlery,

video/audio cassette

cases, pens.



Technical

notes

Different polyethylene

materials, PE-LD (low

density polyethylene)

used for packaging

and film, PE-MD

(medium density

polyethylene) and PE-

HD (high density

polyethylene) are

stiffer, stronger and

used for containers

and pipes.

The properties of PP

are similar with PE-

HD, but PP is stiffer

and more though. It

is not expensive and

a light material.

Cheap polymer but

very brittle, it breaks

easily. The

mechanical loading is

light, there is not

much polystyrene

used in large

products.

Useful for thin

inner-bag Yes, excellent No, too stiff No, too brittle

Useful for

outer bag No, not strong enough Yes, excellent No, too brittle

Table 6: Comparison of suitable materials (Grantadesign, 2017)

Out of this comparison in Table 6 the team investigated the most suitable plastics for the

inner and the outer bag. The resulted materials are:

▪ Inner-bag: low density polyethylene

▪ Outer-bag: Polypropylene



5.2 End of life

The wet grain package consists of an inner and outer bag; because of the materials used

for the bags (polymers) it is very important to look at the environmental damage of

production, and even more important: the plastic waste after the use of the product. In this

chapter the possibilities for the plastic waste will be investigated.

When the product is used there are multiple options to do with it:

▪ Reuse

▪ Re-manufacture

▪ Recycle

▪ Downcycle

▪ Combust for energy recovery

▪ Landfill

Figure 25: End of Life Cycle ©CES EduPack

The options above show what are the possible solutions for the after use of the product, the

upper one is the best option for environment, the lowest one the worst. Reuse would be the

best thing to do with the used product, landfill is the least attractive option, it is the least

sustainable option.

5.3 End of life plastics

When the grain from the package has been used and the inner-bag is empty there are still

multiple potentials uses for the material.

Reuse

When the inner bag has been used, reusing the bag would be the best option for the

environment. When the inner bag needs to be reused for a time to be determined, the

following requirements are important:

▪ After use the bag needs to be cleaned for reuse.

▪ There must be a limit for how often the bag can be reused.

▪ To take the grain out, there needs to be a reusable opening feature.



The most important matter of reusing the inner-bag is that it needs to feasible. But because

the cleaning of the bag costs too many time and water, this solution is not as green as it

looks like.

Reusing the inner bag is difficult because the material needs to be as clean as possible for

the new grain to avoid moisture. However, the outer bag is suitable for reuse.

Re-manufacture

With re-manufacture the bag is being transported back to the factory for restoring. The extra

costs are the transportation back to the factory and the cleaning process itself. There must

be a certainty that the warranty and other safety issues are still valid.

+ -

Using the same material/product again Extra cost for remanufacturing

Less material used

Cleaning costs

Transportation costs

Because of the manufacturing, the

condition needs to be checked again for

warranty issues.

Re-manufacturing is not a suitable option for the inner-bag because there is nothing to

remanufacture, melting it and put the material in the production process is recycling.

+ -

Long life, less production Cleaning costs

Easiest for the farmer Limited use

No transportation back

Expensive design and manufacturing

Opening feature required (zip)



Recycling/ down cycling

Recycling means that the used material of the bag can be reintroduced into the cycle,

however the recycled product quality is mostly lower than the virgin one. There are two

different approaches to recycle plastics: feedstock and mechanical recycling. With

mechanical recycling the plastics are becoming polymers again, with feedstock recycling

the plastic wastes are becoming chemicals (fuels).

The main matter of recycling is that the material for making new bags is coming from used

bags, of course the amount of energy that recycling the plastics costs may never be more

than the used for making the virgin plastic.

Figure 26: Recycle friction in current supply ©CES EduPack

There is also a CO2 emission when the plastic is being recycled, this makes recycling not

the best sustainable option. A lot of materials, after recycling, are back in the secondary

cycle, the virgin product cannot be recycled into a new, same product. This because of all

the additives in the plastic like: paint, other materials, zips, etc. If the material when being

used is as virgin as possible, recycle is an option, otherwise it will always be down-cycling.

The recycle fraction in current supply is shown in the graph. Polymers are often below the

20% of even 0, this means that most of the polymers nowadays are being down cycled

instead of recycled.



+ -

Using the same material 100% recycle impossible with plastics

Waste has a value Extra transportation costs

Saving virgin material Recycle costs

Combust

There is always the option to combust the material for energy recovery, but the CO2

emission must also to be considered at the end.

+ -

Easy end of life solution Extra CO2 emission

Electrical energy source

Extra transportation costs

Material not usable anymore (worse

sustainable)

Landfill

Landfill is the least attractive option, when the product is used it is dumped into the landfill.

There is no end of life energy benefits with this option.

+ -

Easiest solution

Material will be on the landfill forever

No energy recovery from material

Take’s space (land)

Becoming illegal



5.4 Ecological impact

The ecological footprint is shown in the graphs below; the data is for 1kg of polyethylene.

This data is collected from (Ecoinvent, 2017).

Table 7: Total Energy Consumption of various After-Life options

Here is shown the energy consumption by every end of life option, designing for reuse is

the most energy saving option. The energy production of the material and the manufacturing

process energy that the bag production needs will be reduced when the bag is being reused.

It is energy saved for making a new bag.

Table 8: Total CO2 footprint of various After-Life options

Here is shown the CO2 footprint by every end of life option, for the same reason as the low

energy consumption, reusing the products diminished the CO2 emission a lot. Conversely

combust the used product will give more CO2 pollution.

0102030405060708090100 Landfill Combust Downcycle Recycle ReuseEnergy (MJ) Total Energy consumption (MJ)01234567 Landfill Combust Downcycle Recycle ReuseCO2 footprint (kg) Total CO2 footprint (kg)



5.5 Commercial value plastic waste

To make recycling the inner-bag a feasible option, the plastic waste need to have an

economical value, but is it possible to make a resource of the plastic waste?

The most important aspect for the end of life of the plastic is that the local farmer should be

convinced by the option. It needs to be economical feasible. The various options for the end

of life have the following potentials in value:

Option Costs description Value waste end

(Euro/kg)

Landfill

On short notice, if its legal1,

no additional costs for the

farmer

0

Combust Collect plastic and transport

to a combust factory 0,4

Recycle Value recycled plastic

granulate 0,711

Reuse Value of first product -

Table 9: After-Life options and their potentials in value (Plasticker, sd)

1 Landfill is illegal in Sweden and Norway, legal in Finland



5.6 Cleaning technologies

When considering the recyclable package, cleaning after use is important. On the market

there is a value for clean PE-LD scrap, the waste can be of value when it is properly cleaned.

Pre-washing the plastic waste is a task for the consumer of the product, the farmer in our

case. The following procedure is significative to make the most effort out of the plastic

waste:

1. Sorting the recyclable material waste and keep out all other materials

2. Clean the plastic from dirt, sand, mud and left-over grain.

3. Store the plastics in a clean place where they will not get dirty again.

Current waste pick-up project shows pictures and

requirements for the waste they want to collect to

make clear how clean the waste needs to be. For

example, a waste collector in Germany shows the

clean-rules you can see in the figure.

Cleaning the inside of the inner-bag is the easiest

when the bag is inside out and then sprayed with

water, this will remove the grain resident.

Because the inner-bag is not that big this can be

done at any farm and with a normal water-hose.

The most important steps:

SeperatePre-washStoreFigure 27: Required purity degree of plastic

©erde.de



Sorting is required because the waste from the same material will be put into a shredder for

making granulates at the recycle factory. Different materials like wood or steel will demolish

the machine. The main-wash happens at the recycle factory thus plastic waste can be of a

value, when it has been cleaned properly. The inner-bag is easy to clean, and the outer bag

of a used package is a perfect way to store the clean, used inner-bags.

5.7 Packaging laws and regulations

A food package is there for transportation and safety for the product inside the packaging.

For the safety of the consumer and society, the government introduced ‘Packaging Laws

and Regulations'. The government invented these laws and regulations to avoid packaging

which could change the substances of the food inside the packaging.

Regular laws and regulations:

1) ‘’Materials and objects, including active and intelligent materials and objects,

serve according to good manufacturing methods to be manufactured so that they

normally or expected use of ingredients do not dispense with foodstuffs in

amounts”

a) ‘’May endanger human health.’’

b) ‘’To an unacceptable change in the composition of the food can lead, or’’

c) ‘’To impair the organoleptic properties of the food can lead.’’

2) The labelling of the advertisement intended for supermarket actions, may not

mislead the consumer.

Laws and regulations intended for active and intelligent packaging:

1) Materials of the active and intelligent packaging must follow the guideline

89/107/EEG.

2) ‘’Active materials and objects may not lead to changes in composition or

organoleptic properties of food.’’

3) Intelligent materials and objects are not allowed to give misleading information

about the product towards the consumer.

4) Active and intelligent materials already being in contact with food will be

appropriately labelled, so that the consumer is able to identify the non-edible

parts.



5) Active and intelligent materials are labelled to indicate that these objects are

active/and/or intelligent.

Special laws and regulations for groups of materials and objects:

1) Purity standards for the substances referred to the articles listed in appendix I.

2) There are special conditions of using these articles listed in appendix I in

materials or substances that are used in the food.

3) ‘'Special limit values for the migration of certain constituents or groups of

ingredients in/or/on foods, taking due account of other possible sources of

exposure to that components''.

4) ‘’General limit for the migration of constituents in/or/on foods’’.

5) Protection demands for the health of the consumer against possible contact

contamination.



5.8 Edible packaging

The remain of plastic packaging after use is a big problem along the whole world. It would

be a big step forwards if there were some solutions for this problem. A major development

would be an eatable packaging. The eatable packaging would provide the grain from

damage and it would provide the texture and flavor of the product. An eatable packaging

could lead to a reduction in the waste disposal problems.

Nowadays there are already a few companies who are developing a program to replace the

plastic packaging in the food industry. Most of the companies have very creative ideas and

they try using materials from their surroundings to create new product. For example, the

chef of a restaurant invented a packaging that conserves the food but when the chef wants

to use these ingredients inside the packaging, he will not throw the packaging in a garbage

bin but puts the whole packaging with the ingredients inside the packaging in hot water. The

packaging, which is made of natural ingredients, will dissolve into the water and it is

harmless for the customers who will eat the dish.

One other company is producing a

replaceable plastic bottle, these bottles are

one of the biggest waste problems in the

world. Instead of a plastic bottle, the

company is using an edible material made

of plants and seaweed. The customer puts

the water ball in his mouth the packaging

dissolve and the water is released in his

mouth. The material is cheaper than plastic

and the production of this material cost

less CO2 emission and less energy than

plastic packaging.

But Is it possible to use these types of materials in the agricultural sector? The first results

are looking good. A lot of companies are proceeding research, but it needs a little bit more

time before some of these materials can be used in the agricultural sector. There are

nowadays no specific data about the characteristics of these materials and they is still lots

of questions. Is the packaging capable to hold weak acids? Is the packaging strong enough

to contain crimped grain? How does the packaging dissolve and what causes the dissolving

of the packaging? First the question must be solved and after that, it can and probably will

be an option to use these types of packaging in the agricultural sector. Figure 28: Profile picture of “Ooho!” ©Ooho!



5.9 Monitoring and Controlling

The monitoring & controlling is the most important task for the team manager in this

research project. Time restrictions, a team of young students, the unfamiliar surroundings

and the research project with its huge amount of data are great challenges for the project

management. But if the management can handle these up-coming issues, the project might

be a great success and precious for the main project “Wet Grain Package”.

To measure the progress of the work, the team agreed to use the Earned Value Analysis

(EAV-analysis). This tool replies to the question “Did the project deliver value to the

business?” by comparing the current value of the work with the planned value and the actual

costs. It is not possible to measure quality, but the tool helps to visualize the past and the

current work status and, in addition, predicts the future performance of the project by using

statistical techniques. The Earned Value Analysis integrates the data of the scope, the

schedule and, if required, the costs of a project. A further advantage of this tool is the

possibility to use it as a source of information for the stakeholders. They can see the

performance of the project in one document or one diagram. The following Figure 29 shows

an extract of the data, which is used for the EVA-analysis. The main work packages are

listed together with the related resources of workers and the work progress as well as the

costs per task.

Figure 29: Extract of the data for the EVA-analysis

The research work does not contain any costs because of wages. It is a student project and

the team members do not get any money for their work. But for the monitoring & controlling

H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs €- H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - H 10 100% M 10 100% G 10 100% J 10 100% 900,00 - - - - - - - - H 2 100% M 2 100% G 2 100% J 2 100% 180,00 H 26 100% M 26 100% 1.235,00 G 10 100% J 10 100% 425,00 G 16 100% J 16 100% 680,00 - - - Planned Value Work Package:Basic Research to get familiar with a field of researchWeekly meetings with the supervisorProject Management - Initiation PhaseProject Management - Planning PhaseResearch work "Reducing waste in the agriculture sector"Public Relations (e.g. Website)Visit of companies/farms or meeting with expertsResearch work "Wet Grain Package - technology in detail"Research work "Possibilities for the inner & outer bags after use"Project Management - Definition PhaseProject Management - Monitoring & ControllingPresentation of the work progress (Mid-Term/Final Report)Production of the research documentation (report)Research work "Comparison of storing techniques"Research work "Plastic waste in the agriculture sector"Strengthsfinder-Workshops & TeambuildingProjectmanagementEnglish Academic Writing & Cross-Cultural Comm.Survival SwedishProject Work EPS WEEK 7 (10/16 - 10/22)



this fact is not taken into consideration, because the labor costs mirror the time effort.

Furthermore, the team gets an insight into the cost structure of a professional project. The

following Table 10 shows the imaginary wages of the project members. The wages are

oriented on the German labor costs and the degree is the future position of the students.

Table 10: Imaginary wages of the project members

These wages are used in the following Earned Value Analysis. The following line graph

shows the deviations between the actual costs and the planned value and the earned value.

Figure 30: Earned Value Analysis – 10/24/2017

Surname Future Professional Degree Gross Wage (assumption: 160 hours/month)21,25 €/hourHugo Bonnafous Bachelor of EngineeringMechanical Engineering 3.400 €/ o th

Name 26,25 €/hour21,25 €/hour21,25 €/hourJasper van Dreumel Bachelor of EngineeringMechanical Engineering 3.400 €/ o th

Gijsbert Houtman Bachelor of EngineeringMechanical Engineering 3.400 €/ o th

Michael Haimerl M.B.A. & Master of EngineeringIndustrial Engineering 4.200 €/ o th



It is a fact that projects rarely go as planned and the Figure 30 shows also some deviations

between the three graph lines for the date of the October 24th.

Following the most important Indicators of the earned value analysis are listed.

EV = 22.970,00€

PV = 24.075,00€

AC = 24.075,00€

Two further performance indicators, the schedule variance (SV) and the cost variance (CV)

can be calculated by using the following formula:

SV = Earned value - Planned value = 22.970,00€ - 24.075,00€ = -1.105,00€

CV = Earned value – Actual costs = 22.970,00€ - 24.075,00€ = -1.105,00€

With the performance indicators schedule performance index (SPI) and cost performance

index (CPI) it is possible to check if the project progress is in time and in budget. Since

these figures are under one we are over schedule and budget.

SPI = Earned value / Planned value = 22.970,00€ / 24.075,00€ = 95 %

CPI = Earned value / Actual costs = 22.970,00€ / 24.075,00€ = 95 %

To make a statement concerning the future performance of the project it is necessary to

calculate the estimated costs at completion (EAC) and the estimated duration at completion

(EDAC) as well.

EAC = Budget at completion / CPI = 51.300,00€ / 0,95 = 53.767,85€

The team needed to work on the elaboration of the mid-term report longer than expected

and the elaboration of two chapters must be postponed to a future date. That is why the

costs increased by 2.467,85€ and the time increased by 6 days.

EDAC = Duration at completion / SPI = 106 days / 0,95 = 112 days

The project team needs to take actions to compensate these ‘costs’ and the time delay. But

first, the team must search for the cause of the mistakes in the planning.

A very helpful tool to take the right actions in the monitoring & controlling phases of the

project is the PDCA Cycle. That iterative approach can solve problems which were identified



in form of increasing costs or working hours or not finished tasks. In the Figure 31 below is

a template for the procedure of the problem-solving process documented.

Figure 31: PDCA Cycle – example ©Project management M. Varsani

Currently, the project team has not developed an action plan. But this will be done as soon

as possible after the presentation of the Mid-Term Report.

PLAN Define Clarify the problem 1. Create Team & collect information2. Describe the problemMeasure Break down the problemSet a Target 3. Define Containment ActionsAnalyze Analyze the root cause 4. Analyze the root cause(Qualitative: Flow chart; Cause-Root-AnalysisQuantitative: Analysis of numerical data)Develop counter measures 5. Define possible corrective actionsDO Improve See counter measures 6. Implement corrective actionsCHECK Control Evaluate Results & Processes 7. Define actions to avoid recurrence8. Congratulate your teamACT Stadardize Success

Future Tasks Page | 59


Future Tasks

After the mid-term presentation it’s important for the team to set new goals or milestones

for the last weeks until the final report. The team can make new milestones the day after

the mid-term presentation, there is a meeting with the project supervisor Niklas on the 25th

of October. During this meeting, the team and Niklas will evaluate the mid-term report and

the mid-term presentation. For the team it’s important to know if the team is on the right

track. It’s good to know what went good and wrong during the presentation, also the team

needs clear feedback on the mid-term report.

The team will set a new meeting that day to discuss the feedback to set some new goals.

The first milestone is close after the mid-term presentation, a meeting with an upcycling

company (Flexipack) will be arranged. ’Flexipack’ is a manufacturer of flexible packaging

materials for food and technical industrial purposes. Their flexible packaging encompasses

barrier films for red and white meat. This is an interesting company for the team. Has

‘Flexipack’ a program that will reduce the handling of plastic waste? Is ‘Flexipack’

developing an edible packaging? The meeting with ‘Flexipack’ will take place in week 43 or

44.

The next milestone is at the 17th of November, at this date the team must finish the work

on the given questions, who were given at the beginning of the project. The team must find

solutions for the following questions.

▪ Which possibilities exist for the inner/outer bags after use? Could the material be

refined into usable products which have a commercial value?

▪ How clean does the plastic need to be for each alternative? What technologies are

available for cleaning the plastic? Is it economically feasible?

▪ How mature is the technology of edible plastics? Could the inner bag be made from

edible plastic for the livestock?

The last milestones are in the month December, in this month the team must finish the final

report and give a presentation about the founding results. The team must deliver a

presentation and report on the 18th of December. Before this date the team wants to

evaluate the whole report and have enough time to make changes when it’s necessary.

That’s why the team made a milestone at the 12th of December. At this date the report must

be finished, so the team has enough time to evaluate the report. On the 8th of December

the team must finish the conclusion with presentation of own ideas. The last day of the

semester will be the 19th of December.

Future Tasks Page | 60


The milestones from the mid-term report till the final report:

▪ 10/25/2017 Evaluating the presentation and mid-term report with the supervisor

▪ Week 43/44 Visiting ‘Flexipack’.

▪ 11/17/2017 Finishing the work on the five questions.

▪ 12/08/2017 Finishing the conclusion with presentation of own ideas.

▪ 12/12/2017 Finishing the review of the project report.

▪ 12/18/2017 Final Report.

▪ 12/19/2017 Final day of the semester.

References Page | 61


References

Ecoinvent. (2017). ecoinvent - the world's mostconsistent & transparentlife cycle inventory

database. Von Ecoinvent: ecoinvent.com abgerufen

Grantadesign. (2017). CES Edupack. Cambridge, United Kingdom.

Novia, Y. (2017). European Project Semester. Retrieved October 5, 2017, from

http://eps.novia.fi/

Plasticker. (kein Datum). Von http://plasticker.de/recybase/PE-LD abgerufen

Appendix Page | 62


Appendix

Appendix I: List of materials that can be subjected to special measures

List of groups of materials and objects that can be subjected to special measures.

1) Active and intelligent materials and objects

2) Adhesives

3) Ceramics

4) Cork

5) Rubber

6) Glass

7) Resins with ion exchangers

8) Metal and alloys

9) Paper and cardboard

10) Plastics

11) Printing ink

12) Regenerated cellulose

13) Silicone

14) Textile

15) Varnishes and coatings

16) Wash

17) Wood

Appendix Page | 63


Appendix II: Project Charter

Appendix Page | 64


Appendix Page | 65


Appendix III: SWOT-Analysis

> the association of R&D institutes has access to various own programs or reports and the expert knowledge of their employees> the Swedish Machinery Institute has a special expert, who has experience as a farmer> the project team consists of young people with motivation and specific knowledge > limited time for the realization of this R&D project> project team has never worked in this constellation before (no experience as a team)> field of research (agriculture sector and plastic industry) is new for the team> intensify cooperations and projects of the R&D institutes with the agriculture sector and in some cases with single farms in the project region, especially in the new field of research 'Handling of plastic waste in the agriculture sector' > better support and a detailed planning for the fields of research since its inception by the project manager (or supervisor)> providing of a database for the team or a short dossier to inform the team about news and changes in the field of research by the project manager (or supervisor)> fast communication, e.g. with experts of other project partners of 'Wet Grain Package'> Arrange several meetings with companies and farmers to guarantee the realization of the investigated solutions> Keep in contact with the Swedish expert, who is responsible for the construction design of the packaging machinery for the new big bag idea > good management and monitoring & controlling to avoid "scope creep" by working out too many details and not being focused on the project goals, because there are so many unclear subjectsweaknessesSWOT - AnalysisInvestigation about the handling of the plastic waste which arises from the packaging process of wet grainopportunitiesthreats

Internal analysisExternal analysis "expand" "catch up""secure" "avoid"

strengths> no existing programs to reduce waste or to create a commercial value for waste in the project region (exception: Sweden, but only an organized waste disposal structure) (innovative)> plastic waste is an unwanted thing for the 'green' agriculture sector, but there is no sustainable waste handling solution> the agriculture sector in the project region does not have the required structure (small farms, not connected) and technology (no industrial character of the single farms) to collect the plastic waste in an adequate volume to bring it to the local recycling companies (no or poor use of standard waste disposal structures)> the investigated solutions should be affordable for the farmers

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Appendix IV: Stakeholder Analysis

Stakeholder AnalysisInfluenceInterestAction MiddleMiddleKeep satisfied LowLowKeep informed HighMiddleManage closely HighMiddleManage closely HighHighManage closely LowLowKeep informed HighLowKeep informed

Green Footprint' of the new wet grain storage idea to increase the probability of a successful project implementation in the project region Cheap and simple way of disposing the plastic waste without investments in disposal or cleaning technologiesproject websiteif requiredskype conference | e-mails | project websitesignificant decisions | after a successful project work

Suitable inner foil for the new big bag packages for wet grain to make adjustments at the new developed packaging machinery Green Footprint' of the new wet grain storage idea to increase the probability of a successful project implementation in the project region Research results regarding sustainable packaging ideas for wet grain and their classification Comprehensible and logical structur of the project management and the monitoring and controlling Logical structur of the reports (Mid-Term Report and Final Report) and research results regarding sustainable packaging ideas for wet grainweekly | at milestones and significant decisions

Niklas Frände (Supervisor of the student project team)Supervisor of the project group 'Korntainer' and responsible for the correct technical operation of the team in the projectWork experiences for the team and research results for R&Dmeetings |e-mails | project websiteweekly | significant decisions

Roger Nylund (Coordinator European Project Semester)Organisation of the whole European Project Semester and the individual groups and guiding their systematic procedure of their projectsEfficient project work technique for the team and recognition for EPSmeetings | e-mails | project website project website project websiteon a regularly base if required after a successful project work | if requiredCommunication mode (How?)Communication base (When?) meetings | e-mails | project website -

Area of responsibility Development of the packaging machine for the new wet grain storage units (Big Bag size) Conducting field studies and experiments on the grain to determine the optimal time for harvesting the grain in order to store it in bags Conducting the life cycle assessment of the whole process of putting crimped, wet grain in bags compared to the traditional techniques Conducting field studies and experiments on the grain to determine the optimal time for harvesting the grain in order to store it in bags End user of wet grain storage techniquesWin/win strategies Information exchange - Information exchange -

Goals, motivations, and interests regarding the sub-project of the student group 'Korntainer'Stakeholder group Swedish Machinery Testing Institute (Umeå) Swedish University of Agricultural Sciences (Umeå) Novia University of Applied Sciences (Vaasa) Norwegian Institute of Bioeconomy Research (Tjøtta) Farmers in the Nordic countries (Botnia-Atlantic)

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Appendix V: Feasibility Study – TELOS

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Appendix VI: Work Breakdown Structure – regarding Project Management

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Appendix VII: Work Breakdown Structure – regarding Research Work

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Appendix VIII: Gantt-Chart – up-coming tasks

ID Task Name Duration Start Finish Predece1 Orientation day 6 hrs Mon 04.09.17 Mon 04.09.172 Intorduction to the projects, decision about weekly meetings 4,5 hrs Tue 05.09.17 Tue 05.09.173 Peter Menger, Strengthfinder - Workshop 1 3 hrs Wed 06.09.17 Wed 06.09.174 Teambuilding with Roger & Peter 2,5 hrs Wed 06.09.17 Wed 06.09.17 35 PROJECT DEFINITION 87 hrs Thu 07.09.17 Thu 21.09.176 Project kick-off meeting 5 hrs Thu 07.09.17 Thu 07.09.177 Peter Menger, Strengthfinder - Workshop 2 3 hrs Fri 08.09.17 Fri 08.09.178 Research on older reports / dividing the project into several subprojects 4 hrs Fri 08.09.17 Fri 08.09.17 79 Research on topic / agenda for Thursday 8 hrs Mon 11.09.17 Mon 11.09.1710 Peter Menger, Strengthfinder - Workshop 3 3 hrs Tue 12.09.17 Tue 12.09.1711 Discussion about the Belbin test results 2 hrs Tue 12.09.17 Tue 12.09.17 1012 Lesson about teamwork and appointments with Peter Menger 1,5 hrs Tue 12.09.17 Tue 12.09.17 1113 Survival Swedish at Åbo Akademi 1,5 hrs Tue 12.09.17 Tue 12.09.17 1214 Lesson about teamwork and appointments with Peter Menger 3 hrs Wed 13.09.17 Wed 13.09.1715 Basic Research on the Project subject 5 hrs Wed 13.09.17 Wed 13.09.1716 First draft of the Project Charter 5 hrs Wed 13.09.17 Wed 13.09.17 1417 Lesson about teamwork and appointments with Peter Menger 3 hrs Thu 14.09.17 Thu 14.09.1718 Meeting 1 hr Thu 14.09.17 Thu 14.09.17 1719 Basic Research on the Project subject - first draft of an environmental analysis 4 hrs Thu 14.09.17 Thu 14.09.17 1820 Basic Research on the Project subject - individual 6 hrs Fri 15.09.17 Fri 15.09.1721 Teambuilding with Roger 2,5 hrs Mon 18.09.17 Mon 18.09.1722 Projectmanagement with Roger 1,5 hrs Mon 18.09.17 Mon 18.09.17 2123 Basic Research on the Project subject - market analysis regarding similar products 4 hrs Mon 18.09.17 Mon 18.09.17 2224 Basic Research on the Project subject - market analysis regarding similar products 6 hrs Tue 19.09.17 Tue 19.09.1725 English - academic writing 1,5 hrs Tue 19.09.17 Tue 19.09.17 2426 Teambuilding with Roger 1 hr Wed 20.09.17 Wed 20.09.1727 Choice of the right approach for this project - methodological way of project management 6 hrs Wed 20.09.17 Wed 20.09.17 2628 Project Definition Phase finished 0 hrs Thu 21.09.17 Thu 21.09.17 2729 PROJECT INITIATION 88 hrs Thu 21.09.17 Thu 05.10.17 530 Creating the structures for Project Management 4 hrs Thu 21.09.17 Thu 21.09.1731 Base research on the Project subject 4 hrs Thu 21.09.17 Thu 21.09.1732 English - academic writing 1,5 hrs Thu 21.09.17 Thu 21.09.17 30;3133 Survival Swedish at Åbo Akademi 2 hrs Thu 21.09.17 Thu 21.09.17 3234 Building up the project website 8 hrs Fri 22.09.17 Fri 22.09.1735 Basic Research on the Project subject 8 hrs Fri 22.09.17 Fri 22.09.1736 Buidling up the project website 6 hrs Mon 25.09.17 Mon 25.09.1737 Basic Research on the Project subject 6 hrs Mon 25.09.17 Mon 25.09.1738 English - academic writing 1,5 hrs Mon 25.09.17 Mon 25.09.17 36;3739 Basic Research on the Project subject 4 hrs Tue 26.09.17 Tue 26.09.1740 Project management with Roger 1,5 hrs Tue 26.09.17 Tue 26.09.17 3941 Survival Swedish at Åbo Akademi 2 hrs Tue 26.09.17 Tue 26.09.17 4042 Basic Research on the Project subject 2 hrs Wed 27.09.17 Wed 27.09.1743 Project Management with Roger 1,5 hrs Wed 27.09.17 Wed 27.09.17 4244 Trip to Kvarken Archipelago 4 hrs Wed 27.09.17 Wed 27.09.17 4345 Visit of a farm near Vaasa to experience the packaging process for wet grain in tubes 3 hrs Thu 28.09.17 Thu 28.09.1746 Summary of the visit to a farm to see the wet grain packaging 3 hrs Thu 28.09.17 Thu 28.09.17 4547 Survival Swedish at Åbo Akademi 2 hrs Thu 28.09.17 Thu 28.09.17 4648 Finishing of the project charter 8 hrs Fri 29.09.17 Fri 29.09.1749 Collecting information for stakeholder analysis 8 hrs Fri 29.09.17 Fri 29.09.1750 Summarizing off all information of the project initiation phase in a feasibility study 8 hrs Mon 02.10.17 Mon 02.10.1751 Meeting about the work progress (Team intern) 4 hrs Tue 03.10.17 Tue 03.10.1752 Project management with Roger 1,5 hrs Tue 03.10.17 Tue 03.10.17 5153 Survival Swedish at Åbo Akademi 2 hrs Tue 03.10.17 Tue 03.10.17 5254 Preparation of questions for the conference & Discussion about the results of this meeting 8 hrs Wed 04.10.17 Wed 04.10.1755 Hans Arvidsson - Expert Swedish Project Team - Skype Conference 0 hrs Wed 04.10.17 Wed 04.10.1756 Meeting & Project work 4 hrs Thu 05.10.17 Thu 05.10.1757 Signed Project Charter 0 hrs Thu 05.10.17 Thu 05.10.17 5658 English - academic writing 1,5 hrs Thu 05.10.17 Thu 05.10.17 5759 Survival Swedish at Åbo Akademi 2 hrs Thu 05.10.17 Thu 05.10.17 5860 Project Initiation phase finished 0 hrs Thu 05.10.17 Thu 05.10.17 59

21.09

04.10

05.10

05.1

S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F04 Sep '17 11 Sep '17 18 Sep '17 25 Sep '17 02 Oct '17

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ID Task Name Duration Start Finish Predece60 Project Initiation phase finished 0 hrs Thu 05.10.17 Thu 05.10.17 5961 PROJECT PLANNING 48 hrs Fri 06.10.17 Mon 16.10.17 2962 Determination of the structure of the future research work 8 hrs Fri 06.10.17 Fri 06.10.1763 Basic Research on cleaning technologies for different elaborated solutions 8 hrs Fri 06.10.17 Fri 06.10.1764 Guest lecture: International Marketing 2 hrs Mon 09.10.17 Mon 09.10.1765 English - academic writing 1,5 hrs Mon 09.10.17 Mon 09.10.17 6466 Development of a work-breakdown structure regarding the future research work 4 hrs Mon 09.10.17 Mon 09.10.17 6567 Basic Research on cleaning technologies for different elaborated solutions 4 hrs Mon 09.10.17 Mon 09.10.17 6568 Project management with Roger 1,5 hrs Tue 10.10.17 Tue 10.10.1769 Defining of the scope management plan 4 hrs Tue 10.10.17 Tue 10.10.17 6870 Basic Research on recycling alternatives 4 hrs Tue 10.10.17 Tue 10.10.17 6871 Meeting to discuss the future way of doing research work 2 hrs Tue 10.10.17 Tue 10.10.17 69;7072 Basic Research on recycling alternatives 8 hrs Wed 11.10.17 Wed 11.10.1773 Estimation of the necessary timefor the single work packages 8 hrs Wed 11.10.17 Wed 11.10.1774 Complete review of the consisting time schedule and adding of the new time estimations 4 hrs Thu 12.10.17 Thu 12.10.1775 Defining of the time management plan 2 hrs Thu 12.10.17 Thu 12.10.17 7476 Basic Research on academic reports about similar research programs 6 hrs Thu 12.10.17 Thu 12.10.1777 Defining of the communication pla2 hrs Thu 12.10.17 Thu 12.10.1778 Survival Swedish at Åbo Akademi 2 hrs Thu 12.10.17 Thu 12.10.17 77;76;7579 Elaboration of a SWOT analysis regarding the future research work 4 hrs Fri 13.10.17 Fri 13.10.1780 Elaboration of a risk analysis (results of the SWOT analysis) 2 hrs Fri 13.10.17 Fri 13.10.17 7981 Defining of a Risk Management Plan 2 hrs Fri 13.10.17 Fri 13.10.17 8082 Research about legal requirements concerning the project subject 8 hrs Fri 13.10.17 Fri 13.10.1783 Summarizing of the research results in one report (Team intern) 8 hrs Fri 13.10.17 Fri 13.10.1784 Completing of the Planning Phase0 hrs Mon 16.10.17 Mon 16.10.17 81;82;8385 PROJECT EXECUTION 320 hrs Mon 16.10.17 Fri 08.12.17 6186 Elaboration of the Mid-Term Report 10 hrs Mon 16.10.17 Tue 17.10.1787 Elaboration of the chapter 'Comparison of storing techniques' 10 hrs Mon 16.10.17 Tue 17.10.1788 Meeting (Project team intern) about the Mid-Term Presenatation 2 hrs Tue 17.10.17 Tue 17.10.17 86;8789 Project management with Roger 1,5 hrs Tue 17.10.17 Tue 17.10.17 8890 Survival Swedish at Åbo Akademi 2 hrs Tue 17.10.17 Tue 17.10.17 8991 Elaboration of the Mid-Term Report 8 hrs Wed 18.10.17 Wed 18.10.1792 Elaboration of the chapter 'Plastic waste in the agriculture sector' 8 hrs Wed 18.10.17 Wed 18.10.1793 Preparation for the Swedish written and oral Exam next week 6 hrs Thu 19.10.17 Thu 19.10.1794 Survival Swedish at Åbo Akademi 2 hrs Thu 19.10.17 Thu 19.10.17 9395 Elaboration of the Mid-Term Report 8 hrs Fri 20.10.17 Fri 20.10.1796 Elaboration of the chapter 'Plastic waste in the agriculture sector' 8 hrs Fri 20.10.17 Fri 20.10.1797 Practising of the Mid-Term Report Presentation 4 hrs Mon 23.10.17 Mon 23.10.1798 Time buffer 4 hrs Mon 23.10.17 Mon 23.10.17 9799 Presentation Mid-Term Report 0 hrs Tue 24.10.17 Tue 24.10.17 98

05.10

16.10

24.10

T F S S M T W T F S S M T W T F S S M T W09 Oct '17 16 Oct '17 23 Oct '17

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ID Task Name Duration Start Finish Predece99 Presentation Mid-Term Report 0 hrs Tue 24.10.17 Tue 24.10.17 98100 Survival Swedish at Åbo Akademi 2 hrs Tue 24.10.17 Tue 24.10.17101 Adjustments at the project management and the project work after the Mid-Term Presentation 8 hrs Wed 25.10.17 Wed 25.10.17102 Elaboration of the chapter 'Plastic waste in the agriculture sector' 8 hrs Wed 25.10.17 Wed 25.10.17103 Meeting (Project team intern) about the Mid-Term Presenatation 2 hrs Thu 26.10.17 Thu 26.10.17104 Preparation for the Swedish Exam 4 hrs Thu 26.10.17 Thu 26.10.17 103105 Survival Swedish EXAM 2 hrs Thu 26.10.17 Thu 26.10.17 104106 Elaboration of the chapter 'Reducing waste in the agriculture sector' - Analysis of similar projects 24 hrs Fri 27.10.17 Tue 31.10.17107 Elaboration of the chapter 'Wet Grain in Packages - The new technology in detail' 40 hrs Wed 01.11.17 Tue 07.11.17 106108 Elaboration of the chapter 'Possibilities for the inner & outer bags after use with focus on their commercial value 24 hrs Wed 08.11.17 Fri 10.11.17 107109 Elaboration of the chapter 'Evaluation of existing and self-developed techniques' 8 hrs Mon 13.11.17 Mon 13.11.17 108110 Elaboration of the chapter 'Required purity degrees and cleaning technologies' 16 hrs Tue 14.11.17 Wed 15.11.17 109111 Elaboration of the chapter 'Edible plastics and their suitability for the inner foil of the bag' 24 hrs Mon 13.11.17 Wed 15.11.17 108112 Time buffer 8 hrs Thu 16.11.17 Thu 16.11.17 111;110113 Finishing the work on the given questions 0 hrs Fri 17.11.17 Fri 17.11.17 112114 Elaboration of the chapter 'Evaluation of the investigated solutions by means of a case study' 88 hrs Fri 17.11.17 Fri 01.12.17 113115 Elaboration of the conclusion 24 hrs Mon 04.12.17 Wed 06.12.17 114116 Time buffer 16 hrs Thu 07.12.17 Fri 08.12.17 115117 Finishing the conclusion with presentation of own ideas 0 hrs Fri 08.12.17 Fri 08.12.17 116118 Project Execution phase is finished 0 hrs Fri 08.12.17 Fri 08.12.17 116119 PROJECT CLOSING 32 hrs Mon 11.12.17 Fri 15.12.17 85120 Finishing of the monitoring and controlling tasks and analysis 8 hrs Mon 11.12.17 Mon 11.12.17121 Analysis of the complete project project and review of the documentation 6 hrs Tue 12.12.17 Tue 12.12.17 120122 Meeting with the supervisor Niklas Frände to discuss the project results 2 hrs Tue 12.12.17 Tue 12.12.17 121123 Finishing the review of the project report 0 hrs Wed 13.12.17 Wed 13.12.17 122124 Time buffer 16 hrs Wed 13.12.17 Thu 14.12.17 123125 Project Closing phase finished 0 hrs Fri 15.12.17 Fri 15.12.17 124126 Preparation of the Final Report Presentation 8 hrs Fri 15.12.17 Fri 15.12.17 125127 Presentation Final Report 0 hrs Mon 18.12.17 Mon 18.12.17 119;126

24.10

17.11

08.12

08.12

13.12

15.12

18.12

25 27 29 31 02 04 06 08 10 12 14 16 18 20 22 24 26 28 30 02 04 06 08 10 12 14 16 18 20 22November 2017 December 2017

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Appendix IX: Earned Value Analysis – 10/24/2017

Earned Value Analysis - Team 'Korntainer' - Project Wet Grain Package---- 106 days37,5-----76Surname Future Professional DegreeNovia University of Applied Scienceswork days/project durationTime budget:Members of the project team: Roger Nylund (organizer of the European Project Semester or also EPS)Student project group 'Korntainer' (students of the EPS)Project Participants: ProjectmanagementEnglish Academic Writing & Cross-Cultural CommunicationSurvival SwedishContent of the project work:Required Hours per week: hours/weekProject work (EPS project) inclusive special training project work (including Projectmanagement) by student groupStrengthsfinder - Workshops & Teambuidling

Botnia-Atlantic (Nordic region with Norway, Sweden and Finland)January 2017 - December 2019Information about the project backgrounds:Information about the project work:

Wet Grain PackageGoal of the Main Project: Implementing of a new package unit (big bag) for wet grain to allow a flexible handling and to create a trade market for these units to increase the competitiveness of the agriculture sector in the project regionDuration of the Sub-Project: Niklas Frände (supervisor of the project team; R&D department Novia UASGoal of the Sub-Project: Investigation about the handling of the plastic waste which arises from the packaging process of wet grainAssociation of R&D-Institutes and universities in the project regionProject Participants: Swedish Machinery Testing InstituteSwedish University of Agricultural SciencesSeptember 4th, 2017 - December 19th, 2017Gross Wage (assumption: 160 hours/month)

Name of the Main Project:Project Region:Duration of the Main Project:21,25 €/hour

Student Project Group 'Korntainer'(Note: Information with imaginary wages to make the EVA more realistic)Hugo Bonnafous Bachelor of EngineeringMechanical Engineering 3.400 €/ o th

NameWet Grain Package - Investigation about the handling of the plastic wasteName of the Sub-Project: Norwegian Institute of Bioeconomy Research

26,25 €/hour21,25 €/hour21,25 €/hourJasper van Dreumel Bachelor of EngineeringMechanical Engineering 3.400 €/ o th

Gijsbert Houtman Bachelor of EngineeringMechanical Engineering 3.400 €/ o th

Michael Haimerl M.B.A. & Master of EngineeringIndustrial Engineering 4.200 €/ o th

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H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs € H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs € H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs € H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs €H 13 100% M 13 100% G 13 100% J 13 100% 1.170,00 H 12,5 100% M 12,5 100% G 12,5 100% J 12,5 100% 1.125,00 H 3,5 100% M 3,5 100% G 3,5 100% J 3,5 100% 315,00 - - - - - H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 2 100% M 2 100% G 2 100% J 2 100% 180,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 14 100% M 14 100% G 19 100% J 19 100% 1.472,50 H 4 100% M 4 100% G 16 100% J 16 100% 870,00 H 6 100% M 6 100% G 12 100% J 12 100% 795,00 H 3 100% M 3 100% G 3 100% J 3 100% 270,00 G 26 100% J 18 100% 935,00 H 5 100% M 5 100% G 5 100% J 5 100% 450,00 H 1 100% M 1 100% G 1 100% J 1 100% 90,00 - - H 1 100% M 1 100% G 1 100% J 1 100% 90,00 - - H 9 100% M 9 100% G 4 100% J 4 100% 597,50 H 12 100% M 12 100% G 12 100% J 12 100% 1.080,00 - - - - - H 4 100% M 4 100% 190,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - - H 8 100% M 8 100% 380,00 H 32 100% M 32 100% G 2 100% J 2 100% 1.605,00 - - - - H 4 100% M 4 100% G 4 100% J 4 100% 360,00 - - - H 8 100% M 8 100% 380,00 H 6 100% M 6 100% 285,00 - - - - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - - - - - - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 - J 8 100% 170,00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - G 8 100% J 8 100% 340,00 G 4 100% J 4 100% 170,00 - - - - - - - - - - - - - - - - - - H 6 100% M 6 100% G 6 100% J 6 100% 540,00 - - H 4 100% M 4 100% G 4 100% J 4 100% 360,00 - H 2 100% M 2 100% G 2 100% J 2 100% 180,00 28 28 28 28 2.520,00 38 38 38 38 3.420,00 38 38 38 38 3.375,00 38,5 38,5 38,5 38,5 3.465,00 39,0 39,0 39,0 39,0 3.510,00 39,0 39,0 39,0 39,0 3.510,00 H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) CostsH 13 100% M 13 100% G 13 100% J 13 100% 1.170,00 H 12,5 100% M 12,5 100% G 12,5 100% J 12,5 100% 1.125,00 H 3,5 100% M 3,5 100% G 3,5 100% J 3,5 100% 315,00 - - - - - H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 2 100% M 2 100% G 2 100% J 2 100% 180,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 14 100% M 14 100% G 19 100% J 19 100% 1.472,50 H 4 100% M 4 100% G 16 100% J 16 100% 870,00 H 6 100% M 6 100% G 12 100% J 12 100% 795,00 H 3 100% M 3 100% G 3 100% J 3 100% 270,00 G 26 100% J 18 100% 935,00 H 5 100% M 5 100% G 5 100% J 5 100% 450,00 H 1 100% M 1 100% G 1 100% J 1 100% 90,00 - - H 1 100% M 1 100% G 1 100% J 1 100% 90,00 - - H 9 100% M 9 100% G 4 100% J 4 100% 597,50 H 12 100% M 12 100% G 12 100% J 12 100% 1.080,00 - - - - - H 4 100% M 4 100% 190,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - - H 8 100% M 8 100% 380,00 H 32 100% M 32 100% G 2 100% J 2 100% 1.605,00 - - - - H 4 100% M 4 100% G 4 100% J 4 100% 360,00 - - - H 8 100% M 8 100% 380,00 H 6 100% M 6 100% 285,00 - - - - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - - - - - - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 - J 8 100% 170,00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - G 8 100% J 8 100% 340,00 G 4 100% J 4 100% 170,00 - - - - - - - - - - - - - - - - - - H 6 100% M 6 100% G 6 100% J 6 100% 540,00 - - H 4 100% M 4 100% G 4 100% J 4 100% 360,00 - H 2 100% M 2 100% G 2 100% J 2 100% 180,00 28 28 28 28 2.520,00 38 38 38 38 3.420,00 38 38 38 38 3.375,00 38,5 38,5 38,5 38,5 3.465,00 39,0 39,0 39,0 39,0 3.510,00 39,0 39,0 39,0 39,0 3.510,00 H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) CostsH 13 100% M 13 100% G 13 100% J 13 100% 1.170,00 H 12,5 100% M 12,5 100% G 12,5 100% J 12,5 100% 1.125,00 H 3,5 100% M 3,5 100% G 3,5 100% J 3,5 100% 315,00 - - - - - H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 2 100% M 2 100% G 2 100% J 2 100% 180,00 H 4 100% M 4 100% G 4 100% J 4 100% 360,00 H 14 100% M 14 100% G 19 100% J 19 100% 1.472,50 H 4 100% M 4 100% G 16 100% J 16 100% 870,00 H 6 100% M 6 100% G 12 100% J 12 100% 795,00 H 3 100% M 3 100% G 3 100% J 3 100% 270,00 G 26 100% J 18 100% 935,00 H 5 100% M 5 100% G 5 100% J 5 100% 450,00 H 1 100% M 1 100% G 1 100% J 1 100% 90,00 - - H 1 100% M 1 100% G 1 100% J 1 100% 90,00 - - H 9 100% M 9 100% G 4 100% J 4 100% 597,50 H 12 100% M 12 100% G 12 100% J 12 100% 1.080,00 - - - - - H 4 100% M 4 100% 190,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - - H 8 100% M 8 100% 380,00 H 32 100% M 32 100% G 2 100% J 2 100% 1.605,00 - - - - H 4 100% M 4 100% G 4 100% J 4 100% 360,00 - - - H 8 100% M 8 100% 380,00 H 6 100% M 6 100% 285,00 - - - - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - - - - - - - H 3 100% M 3 100% G 3 100% J 3 100% 270,00 - J 8 100% 170,00 - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - G 8 100% J 8 100% 340,00 G 4 100% J 4 100% 170,00 - - - - - - - - - - - - - - - - - - H 6 100% M 6 100% G 6 100% J 6 100% 540,00 - - H 4 100% M 4 100% G 4 100% J 4 100% 360,00 - H 2 100% M 2 100% G 2 100% J 2 100% 180,00 28 28 28 28 2.520,00 38 38 38 38 3.420,00 38 38 38 38 3.375,00 38,5 38,5 38,5 38,5 3.465,00 39,0 39,0 39,0 39,0 3.510,00 39,0 39,0 39,0 39,0 3.510,00

Planned Value Work Package:Project ClosingUndefinedResearch work "Edible plastics and their suitability for the inner foil"Case Study "Evaluation of the investigated solutions by a farm model"Basic Research to get familiar with a field of researchWeekly meetings with the supervisorProject Management - Initiation PhaseProject Management - Planning PhaseResearch work "Reducing waste in the agriculture sector"Public Relations (e.g. Website)Visit of companies/farms or meeting with expertsResearch work "Wet Grain Package - technology in detail"Research work "Possibilities for the inner & outer bags after use"Research work "Evaluation of existing and self-developed techniques"Research work "Required purity degrees and cleaning technologies"

WEEK 1 (09/04 - 09/10)Project Management - Definition PhaseProject Management - Monitoring & Controlling112

WEEK 2 (09/11 - 09/17)152

WEEK 3 (09/18 - 09/24)150Presentation of the work progress (Mid-Term/Final Report)Production of the research documentation (report)Research work "Comparison of storing techniques"Research work "Plastic waste in the agriculture sector"Strengthsfinder-Workshops & TeambuildingProjectmanagementEnglish Academic Writing & Cross-Cultural Comm.Survival SwedishProject Work EPS

154WEEK 5 (10/02 - 10/08)

156WEEK 6 (10/09 - 10/15)

156WEEK 4 (09/25 - 10/01)

Earned Value Work Package: WEEK 1 (09/04 - 09/10) WEEK 2 (09/11 - 09/17) WEEK 3 (09/18 - 09/24)English Academic Writing & Cross-Cultural Comm.Survival SwedishProject Work EPSBasic Research to get familiar with a field of researchWeekly meetings with the supervisorProject Management - Definition PhaseProject Management - Initiation PhaseProject Management - Planning PhaseProject Management - Monitoring & ControllingPublic Relations (e.g. Website)Visit of companies/farms or meeting with expertsResearch work "Wet Grain Package - technology in detail"Research work "Possibilities for the inner & outer bags after use"Research work "Evaluation of existing and self-developed techniques"Research work "Required purity degrees and cleaning technologies"Research work "Edible plastics and their suitability for the inner foil"Presentation of the work progress (Mid-Term/Final Report)Production of the research documentation (report)Research work "Comparison of storing techniques"Strengthsfinder-Workshops & TeambuildingProjectmanagement WEEK 4 (09/25 - 10/01) WEEK 5 (10/02 - 10/08) WEEK 6 (10/09 - 10/15)Research work "Plastic waste in the agriculture sector"Research work "Reducing waste in the agriculture sector" 150 154 156 156Case Study "Evaluation of the investigated solutions by a farm model"Project ClosingUndefined 112 152Actual Costs Work Package: WEEK 1 (09/04 - 09/10) WEEK 2 (09/11 - 09/17)ProjectmanagementEnglish Academic Writing & Cross-Cultural Comm.Survival SwedishProject Work EPSBasic Research to get familiar with a field of researchWeekly meetings with the supervisorProject Management - Definition PhaseProject Management - Initiation PhaseProject Management - Planning PhaseProject Management - Monitoring & ControllingPublic Relations (e.g. Website)Visit of companies/farms or meeting with expertsPresentation of the work progress (Mid-Term/Final Report)Production of the research documentation (report)Research work "Comparison of storing techniques"Research work "Plastic waste in the agriculture sector"Research work "Edible plastics and their suitability for the inner foil"Case Study "Evaluation of the investigated solutions by a farm model"Project ClosingUndefinedStrengthsfinder-Workshops & Teambuilding WEEK 3 (09/18 - 09/24) WEEK 4 (09/25 - 10/01) WEEK 5 (10/02 - 10/08) WEEK 6 (10/09 - 10/15)Research work "Reducing waste in the agriculture sector"Research work "Wet Grain Package - technology in detail"Research work "Possibilities for the inner & outer bags after use"Research work "Evaluation of existing and self-developed techniques"Research work "Required purity degrees and cleaning technologies" 112 152 150 154 156 156

Appendix Page | 75


H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs € H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs- - - - - - H 1,5 100% M 1,5 100% G 1,5 100% J 1,5 100% 135,00 - - - - - - - - - - - H 10 100% M 10 100% G 10 100% J 10 100% 900,00 H 8 0% M 8 0% G 8 0% J 8 0% - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - H 10 0% M 100 0% G 2 0% J 2 0% - - - - - - - - - - - - - - - - - H 2 100% M 2 100% G 2 100% J 2 100% 180,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - H 26 100% M 26 100% 1.235,00 - - - - - G 10 100% J 10 100% 425,00 - - - - - G 16 100% J 16 100% 680,00 G 8 0% J 8 0% - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - H 16 0% M 16 0% G 16 0% J 16 0% - - - - - - H 24 0% M 24 0% G 24 0% J 24 0% - H 16 0% M 16 0% G 16 0% J 16 0% - - - - - - H 24 0% M 24 0% G 24 0% J 24 0% - - - - - - - H 8 0% M 8 0% G 8 0% - - - - - - H 16 0% M 16 0% G 16 0% - - - - - - J 24 0% - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - H 40 0% M 40 0% G 40 0% J 40 0% - - - - - - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - - 39,5 39,5 39,5 39,5 3.555,00 34,0 ### 34,0 34,0 720,00 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs- - - - - - - - - - - - - - - - - - H 10 100% M 10 100% G 10 100% J 10 100% 900,00 H 8 0% M 8 0% G 8 0% J 8 0% - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - H 10 0% M 10 0% G 2 0% J 2 0% - - - - - - - - - - - - - - - - - H 3,5 100% M 3,5 100% G 3,5 100% J 3,5 100% 315,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - H 26 100% M 26 100% 1.235,00 - - - - - G 10 0% J 10 0% - - - - - - G 16 0% J 16 0% - G 8 0% J 8 0% - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - H 16 0% M 16 0% G 16 0% J 16 0% - - - - - - H 24 0% M 24 0% G 24 0% J 24 0% - H 16 0% M 16 0% G 16 0% J 16 0% - - - - - - H 24 0% M 24 0% G 24 0% J 24 0% - - - - - - - H 8 0% M 8 0% G 8 0% - - - - - - H 16 0% M 16 0% G 16 0% - - - - - - J 24 0% - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - H 40 0% M 40 0% G 40 0% J 40 0% - - - - - - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - - 39,5 39,5 39,5 39,5 2.450,00 34,0 34,0 34,0 34,0 720,00 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs H. Bonnafous Hours Work Progress (%) M. Haimerl Hours Work Progress (%) G. Houtman Hours Work Progress (%) J. van Dreumel Hours Work Progress (%) Costs- - - - - - - - - - - - - - - - - - H 10 100% M 10 100% G 10 100% J 10 100% 900,00 H 8 0% M 8 0% G 8 0% J 8 0% - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - H 10 0% M 10 0% G 2 0% J 2 0% - - - - - - - - - - - - - - - - - H 3,5 100% M 3,5 100% G 3,5 100% J 3,5 100% 315,00 H 8 100% M 8 100% G 8 100% J 8 100% 720,00 - - - - H 26 100% M 26 100% G 26 100% J 26 100% 2.340,00 - - - - - - - - - - - - G 8 0% J 8 0% - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - H 16 0% M 16 0% G 16 0% J 16 0% - - - - - - H 24 0% M 24 0% G 24 0% J 24 0% - H 16 0% M 16 0% G 16 0% J 16 0% - - - - - - H 24 0% M 24 0% G 24 0% J 24 0% - - - - - - - H 8 0% M 8 0% G 8 0% - - - - - - H 16 0% M 16 0% G 16 0% - - - - - - J 24 0% - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - H 40 0% M 40 0% G 40 0% J 40 0% - - - - - - - - - - - H 8 0% M 8 0% G 8 0% J 8 0% - - 39,5 39,5 39,5 39,5 3.555,00 34,0 34,0 34,0 34,0 720,00 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 - 40,0 40,0 40,0 40,0 -

Planned Value Work Package:Project ClosingUndefinedResearch work "Edible plastics and their suitability for the inner foil"Case Study "Evaluation of the investigated solutions by a farm model"Basic Research to get familiar with a field of researchWeekly meetings with the supervisorProject Management - Initiation PhaseProject Management - Planning PhaseResearch work "Reducing waste in the agriculture sector"Public Relations (e.g. Website)Visit of companies/farms or meeting with expertsResearch work "Wet Grain Package - technology in detail"Research work "Possibilities for the inner & outer bags after use"Research work "Evaluation of existing and self-developed techniques"Research work "Required purity degrees and cleaning technologies"Project Management - Definition PhaseProject Management - Monitoring & ControllingPresentation of the work progress (Mid-Term/Final Report)Production of the research documentation (report)Research work "Comparison of storing techniques"Research work "Plastic waste in the agriculture sector"Strengthsfinder-Workshops & TeambuildingProjectmanagementEnglish Academic Writing & Cross-Cultural Comm.Survival SwedishProject Work EPS WEEK 7 (10/16 - 10/22)

158WEEK 8 (10/23 - 10/29)

226WEEK 9 (10/30 - 11/05)

160WEEK 10 (11/06 - 11/12)160

WEEK 11 (11/13 - 11/19)160

WEEK 12 (11/20 - 11/26)160Earned Value Work Package:English Academic Writing & Cross-Cultural Comm.Survival SwedishProject Work EPSBasic Research to get familiar with a field of researchWeekly meetings with the supervisorProject Management - Definition PhaseProject Management - Initiation PhaseProject Management - Planning PhaseProject Management - Monitoring & ControllingPublic Relations (e.g. Website)Visit of companies/farms or meeting with expertsResearch work "Wet Grain Package - technology in detail"Research work "Possibilities for the inner & outer bags after use"Research work "Evaluation of existing and self-developed techniques"Research work "Required purity degrees and cleaning technologies"Research work "Edible plastics and their suitability for the inner foil"Presentation of the work progress (Mid-Term/Final Report)Production of the research documentation (report)Research work "Comparison of storing techniques"Strengthsfinder-Workshops & TeambuildingProjectmanagement WEEK 9 (10/30 - 11/05) WEEK 10 (11/06 - 11/12) WEEK 11 (11/13 - 11/19) WEEK 12 (11/20 - 11/26)WEEK 7 (10/16 - 10/22) WEEK 8 (10/23 - 10/29)

Research work "Plastic waste in the agriculture sector"Research work "Reducing waste in the agriculture sector" 158Case Study "Evaluation of the investigated solutions by a farm model"Project ClosingUndefined 136 160 160 160 160Actual Costs Work Package:ProjectmanagementEnglish Academic Writing & Cross-Cultural Comm.Survival SwedishProject Work EPSBasic Research to get familiar with a field of researchWeekly meetings with the supervisorProject Management - Definition PhaseProject Management - Initiation PhaseProject Management - Planning PhaseProject Management - Monitoring & ControllingPublic Relations (e.g. Website)Visit of companies/farms or meeting with expertsPresentation of the work progress (Mid-Term/Final Report)Production of the research documentation (report)Research work "Comparison of storing techniques"Research work "Plastic waste in the agriculture sector"Research work "Edible plastics and their suitability for the inner foil"Case Study "Evaluation of the investigated solutions by a farm model"Project ClosingUndefinedStrengthsfinder-Workshops & Teambuilding WEEK 8 (10/23 - 10/29) WEEK 9 (10/30 - 11/05) WEEK 10 (11/06 - 11/12) WEEK 11 (11/13 - 11/19) WEEK 12 (11/20 - 11/26)WEEK 7 (10/16 - 10/22)Research work "Reducing waste in the agriculture sector"Research work "Wet Grain Package - technology in detail"Research work "Possibilities for the inner & outer bags after use"Research work "Evaluation of existing and self-developed techniques"Research work "Required purity degrees and cleaning technologies" 158 136 160 160 160 160

Appendix Page | 76


Earned Value Analysis - Team 'Korntainer' - Project Wet Grain Package.3 , € . , €. , €. , €WEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8 WEEK 9 WEEK 10 WEEK 11 WEEK 12 WEEK 13 WEEK 14 WEEK 15 WEEK 16- € . , € . , € . , € . , € . , € . , € . , € , € - € - € - € - € - € - € - € - €

. , € . , € . , € . , € . , € . , € . , € . , € - € . , € . , € . , € . , € . , € . , € . , € , € - € - € - € - € - € - € - € - €

. , € . , € . , € . , € . , € . , € . , € . , € - € . , € . , € . , € . , € . , € . , € . , € , € - € - € - € - € - € - € - € - €

. , € . , € . , € . , € . , € . , € . , € . , € SV = . , € - . , € = - . , €CV = . , € - . , € = - . , €SPI = 22970 / 24075 = 95,41%CPI = 22970 / 24075 = 95,41%EAC = . , € / 95,41% = 3. , € EDAC = 106 days / 95,41% = 112Cost Performance Index (CPI) = Earned Value (EV) / Actual Cost (AC)Final Cost: Estimate at Completion (EAC): Your estimation today of the future total cost of the taskEAC = Budget at Completion (BAC) / Cumulative Cost Performance Index (CPI)Final Planned Duration (EDAC): Your estimation today of the future total duration of the projectEDAC = Duration at Completion (DAC) / Cumulative Schedule Performance Index (SPI)

Schedule Variance (SV) = Earned Value (EV) - Planned Value (PV)Cost Variance (CV) = Earned Value (EV) - Actual Cost (AC)Schedule Performance Index (SPI) = Earned Value (EV) / Planned Value (PV)

Imaginary Budget at Completion:Planned Value in Total:Earned Value in Total:Actual Costs:PVEVACWEEK 1 WEEK 2 WEEK 3 WEEK 4 WEEK 5 WEEK 6 WEEK 7 WEEK 8PV - € . , € . , € . , € 12.780,00 16.290,00 19.800,00 23.355,00 24.075,00EV - € . , € . , € . , € 12.780,00 16.290,00 19.800,00 22.250,00 22.970,00AC - € . , € . , € . , € 12.780,00 16.290,00 19.800,00 23.355,00 24.075,00- €

. , €

. , €

. , €

. , €

. , €

. , € Costs orValue Duration of the ProjectEVA - Analysis - 10/24/2017

wet grain packaging · wet grain packaging mid-term report team members: hugo bonnafous gijsbert...

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