BOMBARDIER- FIRST LINE

Thana Ghunaim

MANAGERS
ETEC 672/572 Project Management | Concordia
University
 REVISION HISTORY

Version
Date of Issue Author Brief Description of Change
number
1.0 14 March, 2017 Thana Ghunaim
Table of Contents

1.0 Executive Summary......................................................................................................................5

2.0 Project Background......................................................................................................................5
3.0 Scope Management.......................................................................................................................5
3.1 Scope Definition................................................................................................................5
3.1.1 Constraints............................................................................................................................5
3.3 Work Breakdown Structure (WBS), Activity Development...............................................6
4.0 Time Management........................................................................................................................7
4.1 Summary............................................................................................................................7
4.2 Schedule and Development................................................................................................7
4.3 Major Milestones...............................................................................................................7
5.0 Cost Management.........................................................................................................................7
5.1 Project Cost Plan and Cash Flow.......................................................................................7
5.2 Project Cost Estimates.......................................................................................................8
6.0 Change Management....................................................................................................................8
6.1 Scope Management............................................................................................................8
6.2 Time Management.............................................................................................................8
6.3 Cost Management..............................................................................................................8
7.0 Risk Management.........................................................................................................................9
8.0 Procurement Management.........................................................................................................10
8.1 Consultant Acquisition.....................................................................................................10
9.0 Quality Management..................................................................................................................10
9.1 Project Document File Management................................................................................10
9.2 Project Monitoring and Reporting...................................................................................10
9.2.1 Key Performance Indicator.................................................................................................10
9.2.2 Schedule Monitoring and Control.......................................................................................10
9.3.3 Cost Monitoring and Control..............................................................................................11
10.0 Human Resources Management................................................................................................11
10.1 Project Team Structure.....................................................................................................11
10.2 Roles and Responsibilities...............................................................................................11
11.0 Communications Management..................................................................................................12
11.1 Internal Communications Plan.........................................................................................12
12.0 Signatures....................................................................................................................................12
Annexes....................................................................................................................................................12
1.0 Executive Summary
This project plan report provides a methodology plan of how to address the unexpected departure
rate of First Line Managers (FLMs) at Bombardier. Bombardier is a leading company in aviation
manufacturing; first Line managers, FLMs, are a key part of the company. Their role is to overlook the
manufacturing process and ensure that the quality of product is up to the companys high standards.
Quality is one of bombardiers main key success factors. Therefore, having a shortage in the FLMs is
considered a major threat for the companys quality standards.
Bombardier tries to maintain an optimum number of 190 FLMs that are in charge of the 3600 employees.
Over the past 3 years, 22% of the FLMs have been promoted or left the company that is an annual
average of 14 employees. This year, in addition to the anticipated 14 FLMs leaving, 48 FLMs are eligible
for retirement over the next 12 months, seven of which are certified coaches. The current recruitment,
training and coaching model will not be able to adequately handle his rate of FLMs leaving, jeopardizing
the quality and production rate The situation was analysed taking into consideration factors that may
affect the production rate and quality as well as limitations that the project will face. The objectives of the
project are:

Keep the number of FLMs more than 170 for no longer than 6 months

Retain 30 retirees

Train more coaches in order to meet the increased coaching demand

Minimize the time needed for coaching and training

The initial charter identified three elements that need to be addressed. These were hiring of new FLMs to
compensate for the anticipated shortages, retention of retiring FLMs and the training and coaching
program. The recommendations that has proposed in the project charter and approved are:

Recruitment of 78 FLMs within the next 5 months,

Retention of 30 Senior FLMs that are currently eligible for retirement for a period 12-18
months
Training enough coaches to prepare all new hires for their duties
These recommendations took into consideration the following limitations:
Each FLM is can be responsible of managing 19 employees as an optimal number
Under not conditions shall the production line function with less than 170 FLMs
Training and coaching program is not subject to amendment

2.0 Project Background

Based on the inquiries made and the details brought forth by Mr. Michael Turner, the VP of
Manufacturing at Bombardier in Montreal, the situation the company is heading towards in the next 12 to
18 months is that of a serious shortage of First Line Managers (FLMs). This is brought on by an
accelerated rate of departure, specifically of 40 First Line Managers eligible for retirement, on top of the
regular 7.3% of individuals sharing the title which leave the company or receive a promotion every single
year. Given this development, a mandate was issued by Mr. Turner himself, which stipulates that the FLM
training program currently in use at Bombardier should somehow be accelerated in order to replenish the
pool of available FLMs when it comes time for the 40 eligible for retirement to take their leave. Mr.
Turner was also adamant that this problem would preferably be resolved within the next four months.
After further analysis, it would seem that the price of doing nothing for this foreseeable 12 to 18 month
period is a loss of approximately 10 to 15 million dollars in production and a likely decrease in overall
quality, likely leading Bombardier to lose some of its outside contracts and tarnish its reputation.
Therefore, the need and key objective of this project is to maintain the level of production and quality of
training while simultaneously account for the sudden lack of First Line Managers.

3.0 Scope Management

3.1 Scope Definition
For scope definition Refer to Project Charter, Pages 6-8
For objectives refer to
3.1.1 Constraints
Refer to Project charter, Page 8
3.3 Work Breakdown Structure (WBS), Activity Development

Bombardier FLM
management

Hiring Retention Training

retention
JOb description
restrictions and
approved and training for training for New
limitations Coaching
passed to HR coaches Hires
negoteated with
personnel
finance

Contact
production HR communicates
Vacancy retiring FLMs
department to expected number coordinate with
advertised on approached with
know number of of FLMs and their trainers to
company website minimum offer
intended trainees reporting dates estimate dates of
and time training new hires training
expected completion
trainers contacted
negotiations with with expected
cv screening retiring FLMs for number of
desirable package request training trainees and
schedule from dates
training company coordinate with
training company
new contracts trainers prepare to estimate dates
Short listed
written including material, books of ocoaches
candidates
agreed upon check shecule of room and training competed
contacted
details trainees and draft resources
training schedule

contract sent out certified coaches

Phone interviews are asigned a new
to intended finalized training training starts
scheduled hired FLm
retirees shceule approved
by training
company
retirees expected
selected
to take up thier follow up on
candidates called Finance contacted training ends for
new duties in coaching process
for inperson and initial all new hires
accordance to the
interview payement
new contracts
requested for
traiing cmmpany
Successful
candidates
presented with communicate
initial offer and with production
starting date Training starts department
expected dates
new hire are
expected to
final offer and
contract details complete program
written final payment
done/ training
complete

hired candidate
report to work
4.0 Time Management
4.1 Summary
The estimated time needed for this project to be complete is 2 years starting form date of initiation.
Deliverables and milestone dates has been set based on optimal conditions and assumptions mentioned in
the project charter

4.2 Schedule and Development

Due to dependencies mentioned in the project charter, all teams involved in this project will have to work
together based on the time line set in the Gantt chart. any delay in one of the tasks will cause disruption of
the project timeline.
The project manager will oversee all communications between departments and ensure that requests are
being addressed in a timely manner

4.3 Major Milestones

Milestone Description Date
Initiation Start of the project March 1st, 2017
78 FLMs hired and ready to August 1st, 2017
Hiring stages
report to work
78 FLMs successfully September 14th, 2017
Training completed training program
71 certified coaches May 14th, 2017
Coaching 78 FLMs completed the April 14th, 2018
coaching program and are
ready to assume their duties
First FLMs ready to take their FLMs have completed all December 1st, 2017
duties requirements take their duties
unsupervised
Regular recruitment process HR resumes fulfilling their August 1st, 2017
resumes regular target recruitments
All retirees left Retirees with extended November 1st, 2018
contracts fulfilled their contract
requirements and ready to retire
Project Ends All project goals, objectives February 28th, 2018
and outcomes are met

* For detailed milestones and deliverables refer to project charter

* for detailed work breakdown schedule refer to Gantt Chart

5.0 Cost Management

5.1 Project Cost Plan and Cash Flow
The cost of a task is measured in Canadian dollars and is based on the salaries which are in the
scope of the project and are not regular operating costs. Furthermore, it is relative to the effort
required to carry out a task. The salary is divided by the number of hours required to complete
the project, giving an hourly wage. This makes it easy to calculate the exact cost of a task.

Cost of services acquired externally is based on the average cost provided by procurement/
finance department

5.2 Project Cost Estimates

The estimated cost of the project is detailed in the table below
Cost category Estimated cost Subtotal
Retiree cash incentive 30 retirees x $50,000 $1,500,000
Training of Coaches 71 FLMs x 5,000$ $355,000
Bonuses for senior coaches 45 coaches x $95,000 x12% $513,000
Bonuses for intermediate 26 coaches x $75,000 x 12%$ $234,000
coaches
Training ($7916.67/ month) x 5 months x 2 $79,166.7
trainers
Project Manager $95,000 x 2 years $190,000
Contingency reserve $2,811,167 x 10% $281,116.7
Total $3,092,283.7
.

6.0 Change Management

6.1 Scope Management
For this project, scope management will be the sole responsibility of the Project Manager. The
scope for this project is defined by the Scope Statement, Work Breakdown Structure (WBS) y.
The Project Manager, Sponsor and Stakeholders will establish and approve documentation for
measuring project scope which includes deliverable quality checklists and work performance
measurements. Proposed scope changes may be initiated by the Project Manager, Stakeholders or
any member of the project team. All change requests will be submitted to the Project Manager
who will then evaluate the requested scope change. Upon acceptance of the scope change request
the Project Manager will submit the scope change request to the Change Control Board and
Project Sponsor for acceptance. Upon approval of scope changes by the Change Control Board
and Project Sponsor the Project Manager will update all project documents and communicate the
scope change to all stakeholders. Based on feedback and input from the Project Manager and
Stakeholders, the Project Sponsor is responsible for the acceptance of the final project
deliverables and project scope.

A form will be filled and processed to address changes to the scope

6.2 Time Management

Baseline tasks and schedules will be documented in the work breakdown structure.in order to better track
completed task, milestones are further broken down into sub-tasks which will be tracked and serve as the
project deadlines. Work completed will be compared to the schedule on bi-weekly and monthly basis.
Reporting will be done against the schedule baseline to reveal any tardiness or delays that will reflect the
overall outcomes of the project. Any achievements and changes in the schedule requires a committee
review and approval at the end of each phase of the project
A form will be filled and processed to address changes to the schedule

6.3 Cost Management

The estimated budget is documented in cost management section. A control mechanism will compare
actual costs to planned expenditures and costs of tasks. Costs will be updated based on the completed
tasks given a better overview of the budget progress and if there is any intervention or adjustments that
need to be taken into account. Reporting will be done against the schedule baseline to reveal any
overspendings that will reflect the overall outcomes of the project. The budget requires a committee
review and approval at the end of each phase of the project.
A form will be filled and processed to address changes to the budget

7.0 Risk Management

Risk analysis follows the treasury board (TB) guidelines. A list of potential risks, the probability, impact
and mitigation plan is summarised in the table below.

Change
Probabi
Impact
Risk lity Planned Mitigation (scope/
(H/M/L)
(H/M/L) time/
budget)

1. Increase in number of FLMs Scope

L L Increase the number of hiring target
leaving annually

Pass tasks of coaching to partially Scope,

trained coaches to complete starting budget
2. Absence / shortage of coaches L M
tasks or increase the number of FLMs
per coach

Extend the training period of training/ Time,

3. New FLMs require longer coaching and ensuring that there is at budget
L M
coaching/ training least 180 active FLMs for a period no
longer than 3 months

Project extended, ensuring that there is Time

4. HR cannot meet their target
M M at least 180 active FLMs for a period no
hiring numbers
longer than 3 months

Hire retired FLMs on contractual basis Scope,

5. Low Numbers of Active FLMs
L H for the required number of months to budget, time
lasts for more than 6 months
maintain production rate and quality

6. Not enough retirees accept the L M Coaching is done on two to one Scope,
offer at expected rate basis Budget
 Consultants hired to fill in gaps
for the period of the project

Any further potential risks that may be identified during the course of the project will be addressed
immediately and a change plan will be devised and implemented immediately after being approved by the
committee members.

8.0 Procurement Management

8.1 Consultant Acquisition
This section describes the process of acquiring consultants for the coach training.
A draft of the training requirements will be set by Mr. Turner
Draft will be sent to training department.
If training cant be done in house, procurement will be notified
Procurement will advertise the needs and an bid will be open
Companies that submit a bid proposal will be screened.
Shortlisted companies will be considered
Companies that match 90% of the objectives and budget requirements will be chosen to provide
needed services

9.0 Quality Management

9.1 Project Document File Management
In order for the parties involved in this project to get access to the required schedules, budgets and
deliverables breakdown a shared folder will be created by the IT department. Team members involved
will be able to view files and documents but will not be able to edit, delete or create new files/ documents.
Any amendments will be communicated to the PM via email and the project manager will follow up with
IT so that the shared folder will reflect these changes.

9.2 Project Monitoring and Reporting

Quality control is a crucial element of this project. it aims at ensuring that the project satisfies the
intended objectives and needs. Quality is evaluated based on the adherence of the project outcomes
against the work breakdown schedule. it is important to keep in mind the scope of the project and the
main problem it is trying to correct. Milestones should be achieved within the set time and budget. A
general monitoring of the number of FLMs actively working will be monitored as well.
A quality management team will review the project for adherence to its plan and reporting requirements.
The manufacturing department will assess the quality of manufactured goods and report back to the
quality management team signaling any possible downfalls resulting from shortage of FLMs or
milestones that are not being accomplished as desired
9.2.1 Key Performance Indicator
Number of FLMs is maintained at a minimum of 175 for a maximum period of 6 months
All new hires are assigned to coaches immediately after their training program is complete
One FLM per coach
Current FLMs supervises no more than 19 employees
 Production of goods is on track.

9.2.2 Schedule Monitoring and Control

Updates to the project deliverables are communicated on monthly basis. These updates will be
documented in the schedule monitoring plan available on the shared folder. 2 weeks before a set date for a
deliverable, the team responsible will be sent an email asking for a status update and expected completion
date of said task.
9.3.3 Cost Monitoring and Control
Variances between the current budget estimates and approved funding will be reported on a monthly
basis.:
Costs related to the project are approved and compared to planned budget
Changes in budget shall be addressed immediately and a change plan will take place

10.0 Human Resources Management

10.1 Project Team Structure
10.2 Roles and Responsibilities
Refer to project charter page.

11.0 Communications Management

11.1 Internal Communications Plan
The project manager will oversee communications related to this project. Regular updates will be
communicated via email. Meetings with a representative from each department will be held on regular
basis to update the project manager with the progress of the deliverables they are in charge of.
Mr. turner will be updated via email when major milestones have been accomplished. Quarterly meeting
will be held to provide a general updates of the project.
In the event of changes to the project deliverables, dates or funds the project manager must be notified
immediately via email, and a meeting shall be requested to discuss these changes and approve on tasks
related to such changes.

12.0 Signatures
.
Approved By
Committee Head Project Manager Michael Turner
VP of manufacturing

Signature :

Name :

Date :

Annexes
The following documents are attached to this Project Plan for immediate reference:
Version or
Annex Document Name Date
Revision No.
A Change management form

References (not attached)

The following documents are not attached but contain pertinent information regarding this project. They
can be located as noted below:
Location File
No. Reference Document Name (e.g. File No.;
Web Address; etc.)
Volume No

1 Project charter

2 Gantt chart
Annex A Change Management Form

Change Request Form

Project Information
Project Name Current Phase

Project Manager Project Sponsor

Change Request Information

Date of Request Type of Request Addition
Modification
Deletion
Source Date of Status Change

Description

Rationale

Change Request Form (continued)

Impact Analysis
Contributors

Description of Impact

Priority

Cost of Change

Effort to Implement

Requirements Impacted

Schedule Impact

Risk

Disposition
Date of Disposition

Disposition Decision
Approved
Denied
Postponed
Returned for additional analysis of impact
Disposition Comments

Extracted from BA112: Plan, Manage, and Communicate Requirements