pepsi bottling group - university of colorado...

LEEDS SCHOOL of BUSINESS TEAMJin Hongsuni

SERA Nguyen Chris Straface

Douglas Waechter

OPIM 4080 – Project ManagementJim Marlatt 12/9/2009

Pepsi Bottling Group

Water Conservation Project

Table of Contents

Project AdministrationProject Participants IExecutive Summary III

Water Savings Pilot ProgramExecutive Summary 1Repairs/Quick Wins 3Awareness Plan 4Water Reclaim System 8Action Plan 10Economic Plan 12

AppendixAwareness Plan Media A

Executive Blue BoardEmployee Blue BoardAwareness Flyer

Water Reclaim System BAggregated Water Flows C

MethodologyHigh Level Reuse BreakdownCombined Water DataCost, Reuse, KPIs

Water Utility Survey Example DEngineering Cost Estimate EDenver Water Rebate Contract FCAPEX - Water Reclaim System GSupporting Documents H

Meeting MinutesStatus UpdatesRisk Management UpdatesQuality AssuranceChange ManagementLessons Learned

Graded First Deliverable I

i Leeds School of Business: Project Management Team

Project Participants

University of Colorado: Leeds School of Business

Jin HongsuniUniversity of Colorado at [email protected]

SERA NguyenUniversity of Colorado at [email protected]

Chris StrafaceUniversity of Colorado at [email protected]

Douglas WaechterUniversity of Colorado at [email protected]

Pepsi Bottling Group (PBG)

Dan FrauenfelderPepsi Bottling GroupProcess Compliance Manager720-641-5346 (Cell)303-299-4315 (Work)[email protected]

Stephanie McIsaacPepsi Bottling GroupSr. Talent Acquisition [email protected]

Mentor Contact Information

Jim MarlattUniversity of Colorado at Boulder

Course Instructor720-933-5541 (Cell)

I Leeds School of Business: Project Management Team

mailto:[email protected]



http://mail.google.com/mail/contacts/ui/ContactManager?js=RAW&maximize=true&hide=true&position=absolute&hl=en&emailsLink=true&sk=true&titleBar=false&border=NONE&eventCallback=ParentStub1253229163231&zx=8oqnme-92ozi1



Pepsi Bottling Group 2009

Bob Harland Hitachi Consulting

720-258-0306 (Work)303-717-6351 (Cell)[email protected]

Denver Water Contacts

Cindy Moe, P.E.Industrial Water Conservation EngineerDenver Water303-628-6009 (Work)[email protected]

Greg FisherRates SpecialistDenver Water303-628-6326 (Work)[email protected]

Donna PacettiConservation SpecialistDenver Water303-628-6327 (Work)[email protected]

Stacey M. SmithLEED Accredited ProfessionalDenver Water Conservation303-628-6891 (Work)[email protected]

Steve LowmanMgr Quality ControlDenver Water303-628-5994 (Work)

Jason MillheimDenver Water ConservationDenver Water303-628-6067 (Work)[email protected]

City and County of Denver - Wastewater Management Division

Dr. Terry L. EggerichsCity and County of Denver Wastewater Management Division303-446-3828 (Work)www.denvergov.org

Clayton EglyWastewater Quality Control SupervisorCity and County of Denver Wastewater Management Division303-446-3822 (Work)[email protected]

II Leeds School of Business: Project Management Team

http://www.denvergov.org/


http://www.denvergov.org/








Water & Powers Technology

Jeff SavageDivision Eng. ManagerWater & Powers Technology303-432-0015 (Work)303-885-6964 (Mobile)[email protected]

III

Leeds School of Business: Project Management Team


Executive SummaryThe Pepsi Bottling Group (PBG) and CU Project Team Water Conservation initiative was put into motion this past fall. The PBG Project sponsor, Dan Fraudenfelder, approached the CU Project Team, consisting of Jin Hongsuni, Chris Straface, Sera Nguyen and Douglas Waechter with an interest in developing three water conservation projects to help the Denver Bottling Plant conserve 10% water of the water they are currently using. The objectives of the project were as follows.

Developing key performance indicators (KPI’s) Measuring and tracking current consumption Develop strategic and economic rationales for the top three projects A facility wide awareness program Package the final product as a Water Saving Pilot Plan

The Pilot Plan will allow PBG Denver to expand their facility’s water conservation project to other PBG facilities around the nation. Though each facility uses the same general processes, they have their own unique requirements for implementing such a project and they each drive their own local market success. The CU Project Team was asked to develop and deliver a set of plans for implementing the proposed conservation projects, which have been determined to be:

Repairs and Quick Wins Installation of Water Reclaim System Awareness Plan

These three projects form the core of the “Water Savings Pilot Program.” Since the program is designed to be a tool for each plant to develop its own water conservation program the pilot program first describes the purpose of each project and then describes the program that was designed for the Denver Bottling Plant. By designing the pilot program in this way, PBG will best be able to achieve their operating principles.

IV Leeds School of Business: Project Management Team

We commit ourselves to these operating principles:

Rules of the Road1. Drive Local Market Success.

PBG

WATER SAVINGS PILOT PROGRAM

December 9, 2009

Executive SummaryThe Water Conservation Program was developed to provide PBG facilities a roadmap for success in their efforts to save water in a process intensive environment where water is a large component of the final product.

Drive Local Market SuccessThe program will provide the necessary tools for planning, developing, and implementing a water conservation project that can be custom tailored to each facility’s unique goals and objectives.

Methodology behind the program has been developed by PBG Denver who is in the process of implementing PBG’s Pilot Water Conservation Program. The Water Conservation Program features three projects, each designed to satisfy different aspects of PBG culture.

The first involves seeking out and repairing leaks and other water inefficiencies that can be fixed with minimal time, effort and capital – quick wins.

The second project will be capital intensive and likely yield the facility’s largest water savings – the Water Reclaim Plan, designed around specific PBG processes allowing for capture and redistribution of the facility’s grey water.

The last project involves designing a facility awareness plan around the other two projects as well as the general goal of saving water- encouraging and inspiring PBG employees to help in the saving efforts.

Act Now. Do It Today. Get ResultsAccompanying the steps in the plan of each of three projects listed above will be an example plan taken from the PBG Denver Pilot Water Conservation Program. This example only indicates possible solutions to each of the three projects, and is not necessarily intended for other PBG facilities; however, it may be applicable and appropriate in some cases.

Set Targets. Keep Score. Win.The Water Conservation Program will only be as good as its sponsors, which is why a PBG standard Execution Planner has also been developed for the project, indicating executable steps that can be tracked and marked as finished when each step’s respective owner has deemed them so. This also enables milestones to be set to move the project along as quickly and efficiently as possible. This Program is again, intended to be a roadmap to help each PBG facility set and achieve water conservation goals unique to its own procedures and processes.

Respect Each OtherJust like selling soda, every individual is important.

1 The Leeds School of Business: Project Management Team

Repairs/Quick Wins

PurposeIdentifying local repairs and quick wins are the cheapest and most efficient water saving activities. Low cost alternatives to a global water conservation plan not only work toward targeted savings but also help reduce the project’s ROI. The following steps must be taken to effectively identify and correct repairs and quick wins.

1. Steps to identifying and correcting repairs and quick winsa. Develop a list of key terms or actions items where potential repairs or quick wins could

be found. b. Develop a plant walkthrough map allowing project managers to indentify suspect

locations in the facility where local repairs and quick wins can be made. (Appendix B)

“If the hose is leaking, we’re certainly losing money.”

2. Identify steps for implementation of the local repair(s) and/or quick win(s)a. Mark on walkthrough map where leak was detected. b. Clarify the intended repair(s) and/or quick win(s) that are intended for the proposed fix. c. Determine the part(s) and man-hours needed for correction. d. Identify procedure for insuring quick win is maintained and leak(s) and/or inefficiencies

do not return. e. Schedule and execute repair(s) and/or quick win(s)

Unlike capital-intensive water conservation projects where facility processes are involved, tracking water consumption via leaks is not important – if a leak is identified, the best course of action is immediate repair.



PBG Denver – Repairs/Quick Wins1. Actions items to search for:

a. Hose unionsb. Hose bibsc. Washers d. O-ringse. Valves

2. By utilizing the water flow map and touring the facility on numerous occasions, projects that qualified for a quick win were easily identified and marked on the water flow map. (Appendix B)

3. Implementationsa. Upon initial plant walkthrough, it was determined that a broken drain valve in the LTS

tank (Clear Well) was sending water to drain, when closed water could be retained for reuse. Valve was marked and flagged for further inspection.

b. Before the valve could be repaired, it needed to be clarified if the water was meant for reuse. After further clarification by proper plant personnel, it was determined that the valve should be in a closed position, allowing LTS tank to reclaim water.

c. After inspection by plant maintenance, part number(s) were identified and placed on order. A total of three (3) man-hours were allotted to the project.

d. LTS valves will be checked once monthly for proper operation. e. New valve was installed. Quick win achieved.

Total Water Savings 2.96%3 The Leeds School of Business: Project Management Team

Awareness Plan

PurposeThe purpose of this plan is to a) inform and report opportunities, work status on conservation projects, and current conservation progress and b) increase the involvement of staff and management during the implementation stages of the conservation project(s). The following steps, along with standards for each step, are important to creating an effective awareness plan.

1. Steps to creating an effective Awareness Plana. Set an objective for the Awareness Plan that is relevant to local needs with the following

inclusions:i. Measureable Goal(s)

ii. Target(s)iii. Measureable Time Frame for plan with a beginning and an end

The objective will state the purpose for the awareness plan, which includes goals that the facility needs to achieve for the conservation project. The target(s) must also be identified in the objective. The ideal target pertains to whom the awareness plan wants to achieve its goals through. Finally, the objective must also include a measureable time frame. The time frame should indicate when the awareness implementation will start and when it will end. If the ending time frame for the plan is uncertain, it is important to make a projection from either experience or previous projects accomplished. If the plan is a continuous process, it is still important to end one Awareness Plan and begin another with revisions and new ideas to increase effectiveness and adapt to changes.

b. Identify steps for implementations to achieve objective set with the following inclusions: i. Name the medium used such as print media, meetings, or blue boards

ii. Identify the purpose of using the medium and how it will be use to achieve the primary objective set for the Awareness Plan

iii. List the steps needed to promote the medium, also including location and individual targets (if more than one target)

iv. Determine the targeting time frame for the use of the medium; be sure the time frame chosen is within the time frame of the Awareness Plan

v. Identify steps needed to maintain/update medium (if applicable)



PBG Denver - Awareness Plan1. Objective: Increase the level of awareness of staff members in the Denver facility from the

current 50% to 100% of the water conservation projects within six months of start date or before the beginning of summer.

2. Implementationsa. Blue Boards

There will be two different blue boards designed and one digital screen which also serves a purpose similar to the blue board. One blue board design will be targeted toward management. Another blue board will be targeted toward employees. The digital screen will target all of the staff in the Denver PBG facility.

The purpose of the management blue board is to create a way for managers to have a quick glance into the performance of the different conservation projects and their results. The management blue board will consist of dense data and will act as a progress report on the conservation projects. It will be designed with a professional format.(Appendix A)

The purpose of the employee blue board is to increase the involvement of employees during the conservation projects. The employee’s blue board will consist of data related to weekly/period performances of resource usage compared to cases produced. It will also consist of tips on how employees can involve themselves as part of the solution for resource conservation from management. The employee blue board will be designed to be personable toward employees. The theme for this blue board will be “Be Part of the Solution”. For example, it will include employee pictures, notes or comments from employees related to the blue board topic, or humorous cartoons that emphasize tips and water saving solutions. (Appendix A)

The purpose of the digital screen is to update current events on conservation resource projects. Information on the digital screen can easily be updated by adding slides or deleting slides connected through a thumb drive. The format of the slides should be fundamentally professional. Word font and size should be readable by an audience 2 yards away from the physical screen.

i. Develop and place management blue board by the main office entrance into the production facility.

ii. Develop and place employee blue board in the employee lounge cafeteria.iii. Update management blue board every period.iv. Update employee blue board on a weekly basis.v. Purchase digital screen and place it in the employee lounge cafeteria.



vi. Develop slides for the digital screen to project from the thumb drive.vii. Update slides for the digital screen on a bi-weekly basis.

viii. The blue boards and digital screen will be implemented parallel to the time-frame of the whole conservation project.

b. Employee MeetingsThe purpose of the employee meetings as part of the awareness plan is to inform employees of up-to-date conservation results and how to improve. All employees at the Denver PBG Center are currently scheduled to have a meeting with their managers once every 4 weeks to be updated on company information. Managers will take this opportunity to include a small report on the results and impact of the conservation projects. Managers will then assert “points of solutions”. “Points of solutions” are quick tips to help guide employees to make quick decisions during daily work schedules to conserve resources. Managers will end the subject with questions and comments from employees.

i. Managers report current conservation results every 4 weeks during employee meetings.

ii. The conservation project reporting during employee meetings will start one month after the project initiation and end when the projects itself ends.

c. Management MeetingsThe purpose of the management meetings as part of the awareness plan is for managers to take time to talk about resource usage. Managers of the facility will evaluate the efficiency of resource usage during the last production day. Managers will be responsible to determine possible ways to help the facility save resources such as tips or suggestions, improving resource efficiency of the next day’s production. All managers will be assigned a challenge called “The Supervisor’s Challenge” as part of the water savings initiative. All managers as a group will be responsible for .5% of the total possible water savings. During the meetings, managers will discuss their plans to accomplish “The Supervisor Challenge”.

1. During morning management meetings, managers will reserve time to discuss resource conservation 2. The resource conservation discussions will start one week after project initiation and end when the project is done.



d. Print MediaThe purpose of the flyer is to reach employees who are not aware of the blue boards. The theme of the flyers will be personal and attractive including tips and encouraging phrases to increase the involvement of employees. The flyers will be placed in restrooms, employee lounges, and meeting rooms. (Appendix A)

1. Develop flyers for staff and employees to encourage involvement2. The flyers will be posted after one week of project initiation and should

be taken down after 2 months. 3. New tips and suggestions should be posted every 2 months.



Total Water Savings 1.00%


Water Reclaim System

PurposeDue to PBG processes and procedures, it has been determined that the best area of focus for water conservation rests in reclaiming waste water, as grey water, for storage and later use in a process acceptable applications. This is not to say, however, that conservation projects should be limited to reclaim initiatives. Sharpening processes and increasing process efficiency are also areas of interest for water conservation.

1. Steps to a successful water conservation plana. Identify and set a target percentage for water conserved.

This goal should be realistic. Keep in mind facilities case production and period outputs as this plays a role in overall water consumption. The lower the output, the less water used, thus the more conservative the target should be.

b. Create action plan/project charter for achieving the targeted percentage and defining the following:

i. Objectives or procedures for obtaining the targeted savings percentage1. Measure / track consumption usage for each process2. Measure / track costs associated to process consumption3. Measure percent waste and or net to sewer for each process point

ii. Execute plant walkthrough to educate and begin water process mapping iii. Develop water flow process maps referencing measured consumption at critical

points. iv. Brainstorm with designated plant personnel for improving processes, retaining and

reusing, water. v. Develop water flow process maps with proposed process changes or add-to’s

mapping the new flow of water throughout facility and allowing for proper determination if such change will yield desired conservation goals.

vi. Obtain and evaluate third party bids for proposed facility changes.vii. Implementation



PBG Denver – Water Reclaim System1. Reduce annual water consumption by ten percent (10%). It was determined that due to the PBG

Denver facilities annual case production, that 10% was a good target for savings.

2. Action Plan for achieving 10% water savingsa. Water meters were installed at all critical process points around the PBG Denver facility.

If a meter could not be installed between or at a process point, water was collected and measured by weight.

b. An excel file was created for inputting daily values of water consumption at each process via installed meters. Using this excel file, monetary values were assigned to consumption via utilities’ bill. (Appendix C)

c. Based on case production and water exiting PBG facility via drain, values were assigned to waste water, both volume and monetary.

d. Plant walkthrough was completed, educating project team on processes and general flows of water, both to production and to drain.

e. Process maps were drafted referencing measured consumption at each critical point and identifying flows of water in and out of PBG facility. (Appendix B)

f. Brainstorming session was executed with PBG plant manager, facilities, processes, and quality control personnel. Large Post-It notes and facility maps were used to help personnel and project team track conversations and areas of interest.

g. Revised process maps were drafted depicting project teams suggestions for conserving water. Based on the brainstorming session, it was determined that reclaiming and reusing grey water was the best plan of attack. Grey water would be pumped for its source to storage takes where it would take call from other processes suitable for using such grey water (i.e. truck wash). (Appendix B)

h. Local third party contractor was contacted to bid proposed changes. i. Third party’s bid allowed project team to determine parts needed for the changes, time

involved in implementing the changes, and most importantly, costs involved.

Total Water Savings 6.24%9 The Leeds School of Business: Project Management Team

Action Plan

PurposeSet targets. Keep Score. Win. To track the success of the plan the standard PBG Execution Planner should be used.

PBG Denver – Action Plan

Water Conservation Execution Planner (part 1)

TasksPerson(s)

Responsible Goal Actual

Qui

ck W

ins Execute facility walkthrough looking for repairs / quick wins

Map location of all possible repairs / quick wins Determine time and cost(s) associated with each repair / quick win Develop ordered punch list based on quickest and cheapest repairs Execute punch list in order as determined by punch list

*Continued on following page



Water Conservation Execution Planner (part 2)

TasksPerson(s)

Responsible Goal Actual

Aw

aren

ess

Plan

Design and order management blue board every new period Design and order employee blue board on a weekly basis Install both blue boards Purchase digital screen Update management blue board Update employee blue board Develop slides for digital screens and update on a bi-weekly basis Initiate resource conservation report during employee meetings Facilitate Supervisor Challenge discussion during management meeting Develop promotional flyer(s) Revise tips for promotional flyer(s) Distribute promotional flyer(s)


Economic PlanPurpose

Cost Benefit AnalysisAs with all projects at PBG proper cost benefit analysis must be followed. Even though each component of the water savings project is meant to accomplish the same goal, it is important to evaluate them separately. Many of the components of the water savings project will be able to be expensed throughout the project, such as repairs. These savings should be accounted for in the calculation of the total water savings, but only the portion of savings that an individual CAPEX project saves can be accounted for when calculating the IRR.

Water RebatesThe purpose of the water conservation rebate is to help the Pepsi Bottling Group to create an additional savings amount. The rebate will encourage implementation speed and decrease costs for the water saving projects initiated. In order to qualify for the rebate PBG must follow the complete guidelines set forth by the rebate board.



PBG Denver – Economic Plan

Cost Benefit AnalysisCost associated with the Awareness Plan and the Repairs/Quick Wins will be expensed. The Water Reclaim System will most likely be a CAPEX project, to which standard PBG business procedures should be applied. Section 2 of the “Capital Appropriation Request for Water Reclaim System, Denver CO” follows. The complete CAPEX can be found in (Appendix G).

Keys FactsThe initiative is to install a water reclaim system to collect discharged water from the following manufacturing process: RO - E200, CL1 Empty Can Rinse, CL2 Empty Can Rinse, BL1 Rinse, BL2 Rinse, BL1 Full Bottle Rinse, Denester 1, Denester 2. This water would then be used in the following areas: CL 1 Warmer, CL 2 Warmer, Truck Wash, Ammonia Cooling Tower, Glycol Cooling Tower, Denester 1, Denester 2, BL1 Full Bottle Rinse, Can Crusher. This project is in keeping with PBG Environmental Policy Statement and the Pepsi Eco-Challenge water stewardship statement.

The plant currently uses approximately 169 million gallons of city water each year and discharges another 128 million gallons that it is charge for by the County. The water reclaim system will save the plant approximately 6.24% of the total water used by the plant.

SummaryThe installation of the water reclaim system will allow the plant to save 6.24% of the water it currently uses for the life of the system. This project is justified for the following reasons: 1. No equipment upgrade is necessary2. Doesn't affect quality of the product3. PBG Environmental Policy Statement 4. Pepsi Eco-Challenge water stewardship statement

Economic JustificationThe water reclaim system will have yearly water saving of approximately $71,402

Success FactorsInstallation is done with no production interruptions.

Key MilestonesSystem is operational 16 weeks after project start date.


Scenario AnalysisBase

Maximum Cash Exposure (266,317)Breakeven Year Cash Flow 3.4


Water RebatesThe water conservation rebate will help the Denver, Colorado Pepsi Bottling group to create an additional savings of up to $40,000. The rebate will encourage implementations and decrease costs.

1. Management Agreementa. The agreement is made between the City and County of Denver, under the Board of

Water Commissioner, and Pepsi Bottling Group at Denver, Colorado. The agreement is to be in standing one year from the start date of the official agreement. PBG will reduce water consumption throughout the Denver facility by implementing water reducing measures. In turn, the City and County of Denver will compensate PBG’s savings with an award payment up to $40,000. The payment will be made to PBG for the amount of sustained reduction in water consumption, which will be $7,000 per acre-foot of water saved. The Award Payment is for the One Year Award Period.

2. Provisionsa. Installation

i. PBG agrees to furnish all necessary labor, supervision, equipment, tools, and materials to install and complete water saving implementations.

ii. Any installations made before receiving the Board’s written approval may cause the Board to deny the Award Payment. All installation should be done only after written approval from the Broad of the verified method.

iii. PBG agrees to provide all reasonable proof required to verify that the installations agreed upon have been achieved and will be maintained, not only for the One Year Award Period, but also for the method’s lifetime. PBG is responsible for updating calculations and providing the most current results to the Board.

b. Design Assistance i. PBG may request Design Assistance to pay for design costs of the conservation

measures. Design Assistance is limited to 10% of the projected Award Payment, and up to $4,000 deducted from the final award amount. Design Assistance is payable once the approved project is installed. If Design Assistance cost is more than final Award Payment, PBG must reimburse the Board the difference.

C. Inspectioni. The Board will agree to perform an initial site inspection before PBG begin the

implementations, along with follow up visits to establish the baseline conditions and to record the finalize methods to be used by PBG for water savings. PBG agrees to provide reasonable access required for inspection.

ii. The Board will notify PBG when the site inspection is completed. iii. PBG will need to submit in writing a request for a post-installation site

inspection. The Board will agree to perform the post-installation inspection within 30 days of receipt of PBG’s request if all required documentations are submitted.



d. Verificationi. The Actual Demand Reduction Verification process for each site or Measure

shall be deemed to be completed when.1. The Board has performed initial and post-installation site inspections2. Measures have been in place for a period of one year after the post-

installation site inspection3. The Board has determined the Actual Demand Reduction4. The Board has received all required documentation from the Customer

pursuant to this Agreement.ii. The Broad will provide written notification to PBG of the Actual Demand

Reduction verified and all terms and conditions have been met under the agreement.


Appendix

Executive Blue Board

A The Leeds School of Business: Project Management Team

Employee Blue Board

Awareness Flyer


Waste Water Reclaim System – Reference Included PDF files for detailed view

B The Leeds School of Business: Project Management Team


C The Leeds School of Business: Project Management Team


Aggregated Water Flows (Cost estimates, KPI calculations)

Reference Included PDF files for detailed viewTo develop a KPI for the water saving project all of the individual process water measurement data available was combined into one spreadsheet. Missing data was then estimated by using a simple average of the available data. The totals from these the different process points were then compared against the actual total incoming water to determine the rate of error in the measurement data and estimated data. For most periods, the error rate was about 1% of the total incoming water or about 150,000 gallons.

Depending on the use of the water, it was also designated as “In Bound Water,” “Out Bound Water” or both. This was because the bottling plant pays for the water that it takes into the plant as well as water that leave the plant. This is reflected in the cost calculations at the bottom of the first page of the spreadsheet. Cost of treating the water before it left the plant was also included in these calculations.

Once these calculations were performed, the water that had been identified as potentially available for collections was segregated and a best-case scenario for the reuse of water was calculated, see the top of the second page. The next step was to indentify the potential uses for the collected water, which is listed below and to determine the rate of savings. For processess that use water classified as “In and Out Bound” the water savings could be doubled.

Example: Before Changes After Changes

Fresh Recycled Fresh RecycledBL 1 Full Bottle Rinse Water Water BL 1 Full Bottle Rinse Water Water

In Bound 275,000 0 In Bound 275,000Out Bound 275,000 0 Out Bound 200,000 75,000

Denester 1 Denester 1In Bound 75,000 0 Recycled 75,000Out Bound 75,000 0 Out Bound 75,000

Total Water Used 700,000 0 Total Water Used 550,000 150,000

Repair and other savings were also factored which resulted in an overall savings estimate of 10.20% or about $133,591 for the water savings project.

To determine a KPI for achieving the 10.20% water savings cases produced were compared to total incoming water resulting in a ratio of approximately 2.00 gallons of water used for every case of soda produced before the recommended changes and a ratio of approximately 1.82 gallons of water after the changes. KPIs for individual processes were not calculated, but can be developed using the same techniques after the water reclaim system is installed. Until the installations of the system, individual process efficiency will be evaluated based on performance measured against the total water use KPI. (Appendix A)

D The Leeds School of Business: Project Management Team

WATER UTILITY SURVEY

EXAMPLE

D The Leeds School of Business: Project Management Team

ENGINEER ESTIMATE

WATER & POWERS TECHNOLOGIES INC.

12/02/09

E The Leeds School of Business: Project Management Team

WATER REBATE CONTRACT

DENVER, CO

F The Leeds School of Business: Project Management Team

CAPEX

WATER RECLAIM SYSTEM

G The Leeds School of Business: Project Management Team

SUPPORTING DOCUMENTS

MEETING MINUTES

STATUS UPDATES

RISK MANAGEMENT UPDATES

QUALITY ASSURANCE

CHANGE MANAGEMENT

LESSONS LEARNED

H The Leeds School of Business: Project Management Team

1ST

DELIVERABLE

SUBMITTED 10/07/09

I The Leeds School of Business: Project Management Team