Project Charter
Document Status: Draft | In Review | Approved
Project Name: Sauce & Spoon Tablet Rollout (Pilot Project)
Project Manager: Peta (In-house PM)
Project Sponsor: Omar Mubarak (Owner of Sauce & Spoon)
Date: 09 September 2025
1. Executive Summary
The Sauce & Spoon Tablet Rollout Pilot Project aims to pilot tabletop menu tablets in the bar areas of its North and Downtown locations. The tablets will allow customers to place orders and pay directly, reducing wait times, increasing table turnover, and creating opportunities for upselling menu items. The project seeks to improve the customer dining experience, boost profitability by reducing food waste and increasing order size, and gather operational data to inform a full rollout. The successful pilot will support the company's long-term goals for growth and customer satisfaction.
2. Project Goals and Objectives
Goal 1: Improve restaurant efficiency and guest satisfaction.
Objective: Reduce average table turn time by ~30 minutes (through faster ordering and checkout processes) resulting in decreased customer wait times and reduce negative reviews mentioning "slow/ delay in service" by 50%, both by the end of Q2
Objective: Increase daily guest counts by 10% at pilot locations (North and Downtown) by the end of Q2, supported by faster turnover and streamlined service
Objective: Reduce food waste and comped meals by 25% by the end of Q2 through more accurate order capture and clearer kitchen communication
Goal 2: Boost sales, profit margins, and product mix.
Objective: Raise the average check total from $65 to $75 across pilot locations by the end of Q2, through promoting appetisers, entrées, specialty beverages, add-ons, and coupons via tablets
Objective: Boost appetiser sales by an average of 15% by the end of Q2, adjusted by location (10% at North, 20% at Downtown)
Goal 3: Ensure smooth technology adoption and integration.
Objective: Seamlessly integrate tablets with POS and host systems by 08 May
Objective: Train 100% of FOH staff by 30 May to reduce technology resistance, staff burnout, and turnover
Goal 4: Evaluate pilot success to inform future rollouts.
Objective: Gather and analyse pilot data (table turn, guest counts, check totals, appetiser sales, waste reduction, upsell rates) and deliver evaluation report by 02 July
3. Deliverables
Project Charter (scope, goals, success criteria)
Pilot rollout plan for North and Downtown bar areas
Tablet ordering system selected, contracted, and installed (including add-on/coupon promotion features)
System configured and integrated with existing POS and host software
Staff training program and support materials for tablet adoption and troubleshooting
Marketing and guest communication materials for the new ordering option
Metrics tracking framework and pilot data report (table turn time, adoption, guest counts and satisfaction, upsells, waste, revenue) for full-scale rollout decision-making
Final evaluation report (progress summary, lessons learned, ROI, expansion recommendations, BOH staffing analysis and recommendations)
4. Business Case
The Problem:
Despite a 28% annual growth in sales and an increase in new restaurant locations, Sauce & Spoon's business model is facing several key challenges that threaten profitability and sustainability. Internal data reveals a 20% increase in order wait times, directly correlated with a rise in negative customer satisfaction reviews mentioning "delay in service." Additionally, the company is experiencing high employee turnover (a 50% reduction in front-of-house staff) due to "burnout" and human error in ticketing, which also risks profitability.
The Opportunity:
Sauce & Spoon has a significant opportunity to address these operational inefficiencies by embracing a digital solution. By implementing a new technology, the company can streamline the ordering process while simultaneously raising the average check total from $65 to $75, promote add-ons and coupons, reduce human error, food waste, and comped meals, and provide valuable data to help improve operations. This initiative provides a chance to not only keep pace with industry trends but also to directly tackle the root causes of slow service and staff turnover, which have led to flat profit margins despite growing sales.
The Proposed Solution:
Implement a fully integrated, guest-facing tablet system in the bar areas. This digital menu and point-of-sale (POS) system will provide customers with a seamless, quick ordering experience, give the restaurant a more effective ticketing process, speed up service, allow for faster table turnover, and capture clear data points to track key metrics. The tablets will seamlessly integrate with the existing POS and host systems.
This project directly supports Sauce & Spoon’s mission to provide quick, fresh, community-focused dining while ensuring sustainable profitability and growth.
5. Scope
In Scope:
Pilot implementation of tabletop ordering tablets in bar areas at North and Downtown locations
Integration of tablets with existing POS and host systems
FOH staff training and support for tablet use
Customer communication and marketing for the new ordering option
Tracking and analysis of pilot performance metrics
Out of Scope:
Full-scale rollout to all Sauce & Spoon locations
Implementation of tablets in the dining rooms, patios, or any areas other than the designated bar sections at the North and Downtown locations
Restructuring of BOH staffing or processes
Development of a customer-facing mobile application for ordering or payments
Selection or implementation of a new Point of Sale (POS) or host system
Long-term customer loyalty or rewards program integration
6. Success Criteria
The Sauce & Spoon Tablet Rollout Pilot Project will be considered successful if the following Critical Success Factors are achieved by the end of Q2:
Improved Business Performance: Demonstrated gains in operational efficiency and profitability
Seamless Adoption: Technology fully integrated and embraced by staff and customers
Informed Rollout Decision: Pilot delivers reliable data and insights to support a confident decision on full-scale implementation
7. Stakeholders
Project Sponsor: Omar Mubarak (Owner of Sauce & Spoon)
Director of Operations: Deanna Coleman
Project Manager: Peta Tsosie
Restaurant Managers:
Gilly Tyson (General Manager, North)
Alex Schmidt (General Manager, Downtown)
Carter Ward (Executive Chef)
Department / Functional Teams:
IT / Technical Support (Internal team)
Finance
Legal
Procurement Lead
Marketing
Human Resources (HR)
Web Design
External Parties:
Restaurant Technology Consultant: Seydou Diallo
Vendor / Technical Partner (Selected Tablet/POS System Provider)
Vendor Technical Trainer
End Users:
Front-of-House (FOH) Staff – North and Downtown Locations
Customers – Guests at Pilot Locations (North and Downtown)
8. Resources & Budget (High-Level)
People: Project Manager, IT staff, trainers, restaurant staff
Budget Items: Tablets, software licenses, installation costs, training resources
Estimated Timeline: 13 weeks (initiation → evaluation)
Estimated Cost:
Hardware and software implementation: $30,000
Maintenance: $5,000
Training materials and fees: $10,000
Updated website and menu design fees: $5,000
Other customisation fees: $550
Subtotal: $50,550
Contingency Fund (5-10%): $2,500 - $5,000
Total Estimated Cost: $53,050 - $55,550
9. Benefits
The project's estimated cost is a strategic investment that we expect will be offset by the gains outlined in our Project Goals and Objectives:
Faster Service: The $30,000 for hardware and software will directly directly enhance the customer experience by reducing table turn times, which will allow the restaurant to serve more guests and increase daily guest counts
Increased Revenue: The $5,000 for website and menu design will enable upsell features on the tablets, helping to raise the average check total from $65 to $75, as defined in the goals
Reduced Costs and Waste: The improved ordering system will reduce human error, which will lead to a 25% reduction in food waste and comped meals
Less Stressful Work Environment: A new tablet system will reduce human error and streamline workflows, and consequently lower employee turnover and burnout
Enhanced Decision-Making: The integrated tablet and POS system will provide a continuous stream of clear data points on customer ordering behaviour, enabling more informed decisions regarding menu strategy, marketing, and operational efficiency
10. Approval Signatures
By signing this document, stakeholders formally authorise the Sauce & Spoon tablet rollout pilot project to proceed to the planning phase.
Sponsor Name Omar Mubarak/ Signature / Date
Project Manager Name Peta/ Signature / Date
11. Appendix
Misalignment Log
The Misalignment Log documents points of disagreement, how they were clarified, and the final decisions or next steps. This helps avoid repeated conflicts and ensures alignment across stakeholders.
Average Check Total
Deanna wanted to set an explicit goal of raising the average check total
Peta was unclear about how to measure the increase and whether the goal should be adjusted per location
Deanna clarified the goal: raise the average check total from $65 to $75
Local GM data may be needed to refine location-specific targets
Payroll Reallocation (FOH → BOH)
Deanna suggested reallocating payroll from FOH to hire more kitchen staff
Peta was hesitant due to uncertain tablet performance and potential need for more servers or hosts
Guest Wait Time Goal
Peta felt the goal to reduce guest wait time was redundant with the table turn time goal
Gilly noted wait time also depends on demand, not just table turn
Alex agreed to remove the goal
Gilly was fine removing the goal if Deanna approved
Peta to clarify how table turn time improvements would reduce wait times
Appetiser Sales Goal
Peta proposed a 10% increase
Gilly argued tablets would not significantly impact appetiser sales at her location
Alex suggested a 20% increase at his location
Peta confirmed the company-wide priority of increasing product mix required this goal
Suggested differentiated targets by location
Payroll Expansion (Kitchen Staff)
Alex wanted to reallocate FOH savings to expand BOH staff (line cooks, bussers, runners)
Peta felt more data was needed before making staffing decisions
Gilly was hesitant to reduce FOH payroll (hosts, bartenders)
Timeline for Goal Measurement
Policy Change on Order Returns
Carter argued that a policy change was necessary to meet the food waste reduction goal
Gilly raised concerns that it would negatively affect service staff and the guest experience
Peta clarified that project managers are not responsible for company-wide policy revisions
Kitchen Staff Satisfaction
Carter wanted to include a goal to improve kitchen staff satisfaction in the project charter
Peta was hesitant because the benefit was not clearly defined or easily measurable
Peta questioned how to quantify “satisfaction” and expressed concern about adding a vague objective
Carter emphasised the importance of including it, citing staff morale and turnover concerns
Source: [Email thread: Project Goals]
Stakeholders: Deanna (Director of Operations), Peta (Project Manager)
Misalignment:
Clarification / Discussion:
Final Decision / Resolution: Goal kept; target set at $75, differentiated by location as appropriate
Next Steps: PM to collect GM sales data for ongoing tracking
See also Item #5: Payroll Expansion (Kitchen Staff)
Source: [Email thread: Project Goals]
Stakeholders: Deanna, Peta
Misalignment:
Clarification / Discussion: Deanna proposed monitoring payroll while opening two part-time line cook roles in the meantime
Final Decision / Resolution: Compromise reached: open two part-time line cook positions; defer broader payroll reallocation
Next Steps: Reassess staffing after tablet pilot and revenue results
Source: [Email thread: Project Goals + Video Chat]
Stakeholders: Deanna, Peta, Gilly (North GM), Alex (Downtown GM)
Misalignment:
Clarification / Discussion:
Final Decision / Resolution: Wait time goal removed as a standalone item, but relationship to table turn time will be documented
Next Steps: PM to update charter and confirm with Deanna
Source: [Email: Sales Goal Details]
Stakeholders: Peta, Gilly, Alex, Deanna
Misalignment:
Clarification / Discussion:
Final Decision / Resolution: Goal kept. Targets set at 10% increase for North, 20% increase for Downtown, averaging 15% overall
Next Steps: PM to include differentiated targets in project charter
Related to Item #2: Payroll Reallocation (FOH → BOH)
Source: [Video Chat]
Stakeholders: Peta, Gilly, Alex
Misalignment:
Clarification / Discussion: Agreement that broader reallocation should wait until tablet data is available
Final Decision / Resolution: No immediate change beyond two part-time cooks (see Item #2)
Next Steps: Revisit staffing allocations after Q2 pilot results
Source: [Video Chat]
Stakeholders: Peta, Gilly, Alex
Misalignment: Discussion on when to evaluate whether goals were met
Clarification / Discussion: Peta proposed measuring from pilot rollout in April through end of June
Final Decision / Resolution: Agreement reached: evaluate progress by end of June
Next Steps: PM to set June reporting checkpoints
Source: [Meeting on Scope Details]
Stakeholders: Peta (Project Manager), Carter (Executive Chef), Gilly (General Manager, North), Alex (General Manager, Downtown), Deanna (Director of Operations)
Misalignment: Carter assumed that changing the policy on order returns due to customer error was part of the project’s scope. Other stakeholders viewed it as an operational decision outside of the tablet rollout.
Clarification / Discussion:
Final Decision / Resolution: All parties agreed that the policy change is out of scope for the tablet project
Next Steps: Deanna and Carter will address the policy change separately through operations discussions
Source: [Meeting on Scope Details]
Stakeholders: Peta (Project Manager), Carter (Executive Chef), Deanna (Director of Operations)
Misalignment:
Clarification / Discussion:
Final Decision / Resolution: It was agreed that improving kitchen staff satisfaction may be included in the project scope, provided Carter can supply specific, measurable metrics
Next Steps: Carter will work with Peta to define measurable metrics for the new objective. Once available, Peta will amend the charter