Project Management. How to organize a rentable Music Festival

Table of Contents

PART I: PROJECT PLANNING
1. Project Background
2. Objectives
2.1 Overall goal
2.2 Objectives
3. Scope
3.1 Initiation ANALYSIS
3.2 Scope change control analysis
3.3 Scope plan analysis
4. Activities and Work Breakdown Structure (WBS)
4.1 Activities and description
4.2 Work breakdown structure (WBS)
4.2 Float calculations and critical path analysis

PART 2: GANTT CHART

PART 3: RISK MANAGEMENT IN PROJECT PLANNING

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Part 1: Project Planning

1. Project Background

The role of the project manager in the give case is to make sure that the project team and the contractors deliver an outcome that meets the client’s wishes and expectations.

The given task does not specify any certain outcomes the promoter wants US or our contactors to provide, the only goal for him is to host a music festival on the 9th of April in 2016. It is not specified how much profit he expects to make from the festival nor is the information provided which other outcomes he hopes to achieve by hosting this festival.

2. Objectives

2.1 Overall goal

The overall goal is to organise a festival which will be successful in terms of financial profit on the one hand and on the other hand will also provide further benefit for the community in the aftermath.

2.2 Objectives

The festival aims to support local musicians and give them an opportunity to perform in front of a large audience to extent their publicity.

Most of the music festival’s profit will be used to support schools in the area by giving away new instruments for their music classes.

The promoter will get 20% of the profit, but in return he will gain positive publicity by showing that he cares about the area and the development of the local community.

3. Scope

An efficient scope management is essential for the successful outcome of a project. The scope clearly defines what the project is going to focus on makes sure that all parties to the project are agreed what the project is going to do (Maylor, 2010, p. 101). It is important for both parties to obtain acceptance on the scope of the project to prevent either party of being disappointed with the outcome.

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Figure 1: Project Scope Management (Maylor, 2010, p.101 )

The scope management includes aspects such as the initiation, scope change control and the scope plan. The following section of this paper will go into more depth for the above mentioned aspects that need to be considered to guarantee a reasonable project scope management.

3.1 Initiation analysis

The first part of the project scope management is the so called initiation. The initiation deals with matters like constraints, assumptions, selection and the strategic plan.

For the given task of organizing a music festival the project team came up with some constraints that need to be beard in mind while planning the project.

The first and probably most important constraint is the budget.

It can be expected that not all of the tickets will be sold, in order to still be able to host a festival, it should be calculated with an estimated budget of £72,000. The assumptions leading to this calculation are the following: we will be able to sell 80% of the 3,000 tickets (2400 Tickets X £30/ Ticket = £72,000). other constraints include laws for health and safety.

3.2 Scope change control analysis

The second part of the project scope management is the scope change control.

A scope change control system defines the procedure by which the scope may be changed. It includes the paperwork, tracking systems, and approval levels necessary for authorizing changes.

For the given task of planning a music festival, it is important to consider that the project team is hired to plan the festival and therefore it must include the contractual partner in the scope change process.

I suggest that each project team, which identifies the need of a scope change, names one person to further investigate the needed change. If the team sees the change still as not unavoidable then the team is responsible to present their finding to the project manager, who will then talk to the promoter in order to make sure that he agrees to the planned changes in the scope.

The results of a successful scope change control can of course be scope changes, but the project management team will also learn from the occurrence of certain problems that lead to a scope change. If the same or a similar problem occurs again within the project, the team already knows how to handle the situation and will be therefore be able to take action quicker than at the time time the problem first occurred.

3.3 Scope plan analysis

The third and last part of the project scope management is the scope plan. The scope plan includes the work break-down structure (Maylor, 2010, p.101), which will be shown in the next part of the work. Another output of the scope plan is the scope statement. The scope statement is to document the project objectives, deliverables, and the work required to produce the deliverables so that it can be used to direct the project team’s work and as a basis for future project decisions. (Heldman, 2009 , p. 112)

For the given project the scope statement is the following.

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