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Project management is one of the most critical aspect that determines the success of any kind of project. The skills can
help one to provide leadership, to balance priorities and oversee resources and monitor the progress of any project initiative. In
this task, fabricant manufacturing has been presented with the aim of replacing the existing interior as well as the exterior lighting
in all the fabricant areas. To properly understand how feasible the project is, its economic and technological analysis needs to be
discussed.
How the Project is a Viable Fit
For any organization to assess whether a project is feasible and sustainable, economic analysis is key. Through economic
analysis, it is possible to underscore how profitable the project is within a predefined timeframe. In the case study, Fabricant
seeks to replace its current lighting with new and modern technology. There will be an upfront cost of $ 310,000 and incentives
and rebates earning approximately $ 245,000. Despite these costs, the project is set to save approximately 1.1 million kWh every
year and a further $ 142,000 specifically for utility costs and an almost return on investment of 89%. Based on these financial
analysis, the project is feasible with a reasonable profitability. For technical analysis, the Fabricant will require to have an
industrial lighting expert and an environmental specialist on how to handle hazardous material (Bullen, 2014). Besides, there will
be need to have a technical director and an OSHA liaison officer to provide the needed expertise.
Organizational feasibility shows that the available resources will fully meet the needs and expectations of the project. The
organization will manage to address the key objectives which are to reduce the energy consumption by at least 20%, to improve
community consciousness regarding environmental issues and get return on investment of about 15%. Besides reducing energy
consumption by more than 1.1 million kWh per year, it will also result in an 89% return on investment.
How the Project Aligns to Strategic Goals
The strategic goals for this project include to replace both the interior and exterior lighting in the fabrication places and
ensure there are new technologies. Other goals include to create stakeholder value, show corporate social responsibility, research
and invest in advanced technologies (Mukund, 2012). The project aligns to these goals as all the stakeholders have demonstrated
notable commitment and financial allocation that can ensure all project goals are attained.
Project Charter
Project Title Industrial Lighting Retrofit
The date November 13, 2016
The Project Sponsor Janice Scott
Purpose of Project Replace the existing interior as well as exterior
lighting in workplaces, floors, warehouses, all
fabricant buildings and break rooms with new
technologies towards reducing energy
consumption and save on costs
Strategic Objectives To reduce consumption of energy to at least
20%, sensitize the community on
environmental issues and then improve ROI
by at least 15%
Budget An initial investment of approximately $
310,000, an overall costs of $ 65,000 and
expected rebates of $ 245,000
Timeline 3 months
Scope of Project Detailed energy audit in every building, do a
life cycle cost analysis, do an economic
evaluation and a waste management plan for
disposing hazardous materialRisks Higher costs that estimates
Challenges in removing hazardous material
Lack of skills among the workforce
Acceptance criteria Documenting maintenance procedures
Life cycle cost analysis
Installing sensors in all offices and break
rooms
Replacing all metal halide and T-12
fluorescent lighting
Timeline and Cost Estimate
The project is estimated to take three months to complete and the cost estimates are as given below.
Fabricant Industrial Lighting Retrofit program
Energy audit 1/3/17 1/6/17
Recommendations 1/9/17 1/13/17
Cost analysis 1/16/17 1/20/17
Plan for waste management 1/3/17 1/6/17
Material procurement 1/23/17 2/3/17
Demolition and installation
plan
1/16/17 1/20/17
Permit application process 2/6/17 1/27/17
Construction and phase
schedules
2/13/17 1/27/17
Phase one – Corporate Offices 2/20/17 2/10/17
Phase two – Office production
and break rooms
3/6/17 2/17/17
Phase three – Production floor 2/20/17 3/3/17
Phase four – warehouse and
parking lots
3/6/17 3/17/17
Sensor installation and motion
detectors
2/13/17 3/17/17
Delivery of Computer Model
Tracking system
1/23/17 3/17/17
Public relations and plan of
communication
1/3/17 3/17/17
Closing project 3/20/17 3/31/17The initial cost is $ 310,000
Incentives Rebates is $ 245,000
Final Cost is $ 65,000
The return on investment is 89% for one year.
Concerns of Stakeholders
There are notable concerns from both internal and external stakeholders. Internal stakeholders such as Lee Feinberg and
Janice Scott rely on the project so as to help them attain the set business objectives. Their concerns are on the final energy and on
the cost savings. Another stakeholder is Sam Massoni who is concerned with fulfilling a contract which will be beneficial for
both him as a consultant and the Fabricant. Mark Cysterski is also concerned about the construction being undertaken and the
safety of the people involved. Lastly, the production foreman is concerned about the possible delays in delivery of set targets
during construction.
Level of Support from Stakeholders
All the stakeholders are providing significant support that can guarantee the success of the project. For instance, Lee
Feinberg can help to improve communication between other players like guaranteeing monthly email updates. Janice Scott helps
to review and approve specific aspects of the project. The interest of this stakeholder is medium while that of Lee is high
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