Project Scope Statement: Relocation of Riordan Manufacturing from Hangzhou to Shanghai.

The relocation of the Plant from Hanzhou to Shanghai entails the removal and transfer of machinery; housing and offices as well as staff to a new location. The demolition of the initial structures and the disassembling of machinery for translocation are the key exercises of this relocation. Planning the exercise is key to its successful implementation. It is important to strategize for the exercise with a view to minimize losses, pilferage, unnecessary damage as a result of mishandling, and process inefficiency.

Project Charter:

The charter for the relocation exercise entails the details of the process as well as the justifications for the sequence of all operations. The justification for the relocation is to achieve heightened cost efficiencies in the plant, mitigation of costs accruing from miscellaneous activities traceable to the geographical factors. All these are aimed to the attainment of production efficiency

Work Breakdown Structure (WBS)

An exhaustive work breakdown structure should incorporate the entire outlay of activities and their time schedules. The attached template entail a WBS derived from the Microsoft Project Suit, 2007. It can be observed the fusion of timetables to processes and personnel and labor give a snapshot view of the whole programmed.

Information Needs: Key Stakeholder Groups

The key stakeholder groups are the architectural commission of the town. The town council authorities, the business community of both the two towns, concerned government agencies as the industrial supervisory board as well as the revenues and tax departs. Again, key amongst these include the contracted companies to avail machinery or expertise to the exercise. All these stakeholders have a role to play as parties evaluating, constructing, auditing or funding the project on an ongoing basis. Information channels that are structured in tandem with the project design shall have the greatest level of efficiency, applicability and adaptability.

Information Plan for the Entire Project

Information in project work is critical to the excellent implementation of strategies. There should be a routine analysis of work coordination through communication channels. Lateral and vertical communication channels with effective nodes and bays must be constantly evaluated in the entire project life. Various channels ought to be oriented to be self sustaining by emitting immediate feedbacks. In addition, strategic protocols could be instituted that are sufficient and relevant to the designs, (Harrison & Lock, 2004).

Project Schedule

The initial stage for the program is the communication of the schedule and plan to the key stakeholders and personnel. The second procedure is the preparations of the plant as well as the new site for the relocation. Coordination ought to be done in a manner that the two sites are connected with the adequate channels of communication. Moreover, the entire schedule must be monitored closely based on the project blue print, (Gray & Larson, 2008).

Risk Management Program

The very glaring risks in a relocation exercise are the damage to machinery as a result of transportation, pilferage of machinery parts, costs of relocation, engineering as well as technical implications and the impact on the labor force that have to move from their residence as a consequence.

Risk Assessment Matrix

This is a diagrammatic representation of the full array of risks and how they occur throughout the project. The matrix is a tool that helps guide corrective interventions as well as appraisal mechanisms. The philosophy is risk in this outlook is total quality management. Within the matrix, risks are ordered in the degrees of severity as well as likelihoods of occurrence, (Kerzner, 2009).

Change Control Management Plan

Change is inherent in all processes within a project. Change could mean the positive progression of the project or errant escalations demanding responses leading to the violation of the project strategy. Emergencies could arise as a result of some risk that demands immediate redress. Changes in the prescribed process would then be necessitated. Such changes have to be introduced without the inception of chaotic experiences. Experience has shown that many programmed projects undergo the infusion of some changes as a consequence of economic, political, or environmental ramifications.

Monitoring and Control

Project appraisal forms a key component of project execution. This is partly due to the reasons of resources allocation and utility within reasonable limits and for the reasons of accountability and records. The need for a statistical process of control can not be gainsaid; the implementation morale and motivation are other aspects to control. A too slow process would definitely lead to loss in other quarters as labor or fuel consumption and a too speedy one could engender increased machinery depreciation rates, poor workmanship or still errant project implementation.

Project Evaluation Plan

Evaluation of the extent various processes are implemented. This primarily shall countercheck the resource utility so as to ensure relevant levels of inventory are sustained, the time aspect of project has to be counterchecked with the budgets and finally labor and other accounting overheads incidental to the entire costing characteristics. Evaluation is not limited to quantitative aspects alone. Qualitative evaluation ensures all machinery parts are not damaged in the process of transfer; the social implications are contained so as not to engender overt mutations and that the work is undertaken expeditiously without any anomalies.

Project Audit Process and Closedown schedule

A complete project outlay ought to entail all the substantial stages of the project circumventing all processes. There should be ongoing audit process throughout the project as well as terminal audit scheduled at the end of the project. The two programs should ensure a holistic documentation of the processes and their levels of implementation gauged against the whole project budget.


Gray, C. F., & Larson, E. W. (2008). Project management: The managerial process. 4th В Ed. New York: McGraw-Hill.