Organizing events, this same topic seems like a daunting task, as the late ’90s concept, which only attracted attention in India, was a key element needed to manage any type of event. Regardless of the type and size of the show, the mental and physical hard work is done only slightly differently. Although this term is relatively new in India, Indians held weddings, naming ceremonies, and interpreters long before independence. However, due to poor predictions and improperly processed ingredients, there are problems such as food waste or food poisoning as fewer people fall for Pandal. Turning an event into success or failure is very easy for most people. Only 5 minutes are exposed to evaluate an event, so 70-80 people spend nearly 3-4 months of effort to be productive or wasteful. Hence, their efforts are always on the line before the event date. There are lots of activities to do. First of all, the first step is to form a committee and assign different positions to each committee. Here you will be aware of all the theoretical concepts that you have learned so far: public relations, human resource planning, logistics, human skills, control, accounting, and organization.
The increasing number and importance of festivals is a worldwide phenomenon. Cultural experts, government agencies involved in cultural policy and financial decision-making, and the general public are attracted by the arts, and social and economic backgrounds of the festival (Newell and Grashina, 2003). Event management is a fast-growing multi-billion dollar industry that regularly hosts major shows and events. Surprisingly, no formal survey has yet been conducted to assess the growth of this industry. Industries include MICE (Meetings, Promotions, and Events), Exhibitions, Conferences, Seminars, and different areas together with live music and wearing occasions. From an expert point of view, organizing events is a thrilling and interesting career that requires a lot of hard paintings and dynamism (PMP, 2014). The logistics facet of the enterprise pays less than the sales/sponsorship aspect, however, a few say they may be two one-of-a-kind industries.
The task is to layout, build and conduct a -week Park Art Festival which is referred to as Beyond Walls. The finances for the whole project is $ hundred and fifty,000. The mission starts off evolving on September 15, 2020, and could end in July 2021. Work includes know-how of the necessities of the community, designing and imposing the event, which need to be completed by using June 30, 2021.
Our scope is to work with the network to get their comments, layout the park, invite artists, and control this 2-week event, along with arranging the park and cleaning up after the event. The occasion will include now not best the work of art created by way of artists, but also food, music and other entertainment.
User acceptance criteria
The price range of all of the occasion’s training is no more than$150,000.
All the deliverables and evaluation techniques are authorized by means of the sponsor.
All information meets the specific necessities of the community and key stakeholders.
The activities will ultimately be two weeks long and include the selected artists, food carriers, track, and different leisure.
All the occasions’ agenda had been advised with the aid of enough instructors and together with the control course.
Project boundaries or exclusions
The venture includes developing an included task plan that consists of the layout, creation, and implementation of the subsequent summer time’s Park Art Festival for two weeks. In addition, it calls for us to pick out and orient the artists, select food providers, tunes, and other entertainment required for the competition. Also, the competition operations may be managed, and submit clean-up of the website online can be accomplished.
On the other hand, the task excludes:
- The construction of the park
- Logistics are involved in bringing the shipping containers to the site (Morris and Hough, 1987)
Acquiring funds although a fund has been received for designing the event
The constraints of the project are:
- Time – This integrated project plan for this project is required to be done by December 13, 2020, so the project team can only work for a limited period of time. (Pressure of deadline)
- Budget – The requirement to complete the project under the estimated cost is $ 150,000(USD). The project team has a limited budget to execute this project. (Sponsor imposed funding limits)
- Schedule – Everything should be completed no later than June 30, 2020, which means the full implementation of the project such as work completed, reviewed, approved, and ready
Resources – Inside and outside resources are limited (Turner, 2009)
The stakeholder’s management plan for the complete project is as under:
|Stakeholder Number||Stakeholder Number||Type of Stakeholder||Stakeholder Expectation (s)||Stakeholder Interest(s)||Influence on Project Result||management strategies/Method of Communication|
|Position in the organization or role in the project||Internal or External||High-level needs or expectations for the project and/or product||High/ Med/Low||Supporter/Opposed/ Neutral||Strategies and tactics to maximize positive stakeholder influence and minimize or neutralize negative stakeholder
|Deliver the||positive stakeholder influence|
|1||Tim Mills- Project Sponsor||Internal||project within the allocated budget, on the time and success criteria||High||Supporter||and minimize or neutralize negative stakeholder
|2||Project Manager||Internal||Deliver the project successfully||High||Supporter||Managing the project/Weekly & Monthly Meetings|
|expectations and maintain the project requirements||Assists the PM to build and deliver project goals with their
expertise/Daily & Weekly status
|3||Project Team||Internal||Medium||Supporter||report meeting|
|The expectation is, attend the art festival and get informed about the piece of art||Assists the PM to build and
deliver project goals with their expertise/Daily & Weekly statue
|Provide gifts,||The project manager will be informing the vendors about the location of the event. Also,
director of the event will get the permits for them/ Phone calls
|food for people|
|who will be|
|5||Vendors(merchandise)||External||Attending the event.||Low||Neutral|
|6||The cleaning staff of event||External||Ensure the cleanliness and tidiness of the meeting place||Low||Neutral||The project team will be assigned the cleaning staff designated areas in order to clean up event location/Phone calls|
|7||Mayor of Lynn – Judith F.||External||The Mayor expectation is increasing||Medium||Supporter||Keeping updated mayor about the project status report weekly|
|Kennedy||awareness of the city of Lynn|
|8||Event Organizer||External||Provide supports and ideas in event planning based on the
information provided by the project team
|Medium||Supporter||Conceptualizes the projected event from beginning to finish in accordance with the planned requirements/Daily & Monthly meetings|
|9||Artists and performers||External||Provide entertainment||Low||Supporter||Entertain the event clients by performing songs, dances, or any form of stage entertainment/Phone calls & e-mails|
|10||Lynn PD (or local authorities)||External||Full inspection over the project and provide insights on the project’s impact on the community||High||Neutral||Promotes the interests of the local community and provide provisions to the project/keep them informed by phone calls|
|11||Local newsp., tv channel||External||Focus on the event publicity and advertisements||Low||Neutral||Provides business exposure/ keep them informed by phone calls|
|12||On-site information & guide team||External||Guides will be helping people in terms of providing information about the town, art and so on. Walking tours.||Low||Neutral||Giving a presentation about the importance of the event/keep them informed by phone calls|
|13||Painting supplies (or other supportive venues or
facilitates we use)
|External||Suppliers will be given decor requirements and thus facilitate
plans that may fit the projected event
|Low||Neutral||The decor team will be given tasks and requirements by the project team/ The project team will keep them informed through phone calls or on-site meetings as needed|
|14||Founders of Beyond-walls Al Wilson||Internal||Full inspection over the project in general, and works closely
with the project management
|High||Supporter||Brings the project off the ground and invest resources to help the project to succeed/ Daily & Weekly meetings|
|team to ensure all the requirements and tasks are explicit and built with compassion|
|15||Associate Director Pedro Soto||Internal||Responsible for event planning and directing the operation of the project||High||Supporter||Provide overall inspection on the general process of the project and plans day-to-day operations of the project/ Daily & Weekly meetings|
|16||Program Manager- Julia Midland||Internal||Responsible for overseeing and offering direction and guidance to the project in general||High||Supporter||Coordinates and oversees the project/Daily & Weekly meetings|
|17||Program Coordinator- Doneeca Thurston||Internal||Responsible for ensuring and monitoring the implementation of the event||High||Supporter||Manages and oversees event planning and implementing, and provides an insightful report to the administration/Daily & Weekly meetings|
|18||Security Service||External||Ensures and protects the assets and the safety of the event participants||Medium||Supporter||Patrols and monitors activities at the projected event to protect the asset and human safety/Daily & Weekly meetings|
|19||Transport Service||External||Refers to transportation (e.g. vehicles)that carry event
Participants from one location to another.
|Medium||Supporter||Provides transport service/keep them informed by phone calls|
|20||Regulators (e.g. Office of the Technical Regulators)||External||Ensures the safety of the associated workers and property of this project||High||Neutral||Provide general security to the aligned workers and properties of the projected event/keep them informed by phone calls|
|21||Catering Suppliers||External||Provides food and drinks to the event on-site||Medium||Supporter||Food suppliers will be given an allergy list to ensure the safety and allergies of the food/keep them informed by phone calls|
|22||Artists & performer||External||Sources of artists that best fit the||Medium||Supporter||Information of the event will be given so the agency know who to|
|booking agency||event||assign/keep them informed by phone calls|
|23||Suppliers of light and sound equipment||External||Ensures event lighting and sound supports||Medium||Supporter||Light and sound suppliers will be contacted once the theme of the event is settled/keep them informed by phone calls|
|Audience||Responsible||Delivery/ Method/ Format||Due Date / Frequency||Communication Type||Objective of Communication||Deliverable|
|Project Manager, Project Team||Project Sponsor – Tim Mills||Face to Face||Once||Project Approval Meeting||– Review the project plan
– Review the project requirements
– Review the project roles and responsibilities
– Project Requirement lists
|Project Team||Project Manager||Face to Face||Once a week||Weekly Project Status Report||– Understanding of the project expectations
– Project overview
– Forecasting project budget, and schedule
– Reporting project progress
|– Project Scope Statement
– Weekly project status report
|Mayor of Lynn – Judith F. Kennedy||Project Manager||Once a week||Weekly Project Status Report||– Keeping the mayor informed about the project||– Weekly project status report|
|Project Sponsor – Tim Mills||Project Manager||E-mail, Phone||Once a week||Weekly Project Status Report||– Keeping the project sponsor informed about the project||– Weekly project status report
|Project Manager||Event Organizer||Once a week||New ideas about the project||– Providing supports, information organizational level||– Planned requirements list
– Project organizational plan
– Change request Form
|Lynn Residents, and Community||Event Organizer||Newspaper, Social Media||Once||Announcement of the Beyond Walls project||– Informing the community and residents of Lynn about the project content||– Fliers
|Vendors & Catering Suppliers||Event Organizer||E-mail, Phone||Once a month||Pre-commission Event Plan||– Discuss the community expectations from the vendors
– Prepare the menu and cuisine
|– Request list
– List of the goods
– Beverage menu
– Food Menu
|Artists & Performers||Event Organizer||Once a month||Pre-commission Event Plan|
|Lynn PD and Security Service||Program Coordinator – Doneeca Thurston||Face to Face||Once||Pre-commission Event Plan||– Provide provision of the Beyond Walls Project
– Monitors activities at the event and ensure people safety
|– Safety requirement report
– Event safety guide
– Event safety checklist
|Transportation Service||Associate Director- Pedro Soto||Once||Pre-commission Event Plan||– Plan to transportation pick up and drop off locations
– Provide the shuttle service
|– The map of the shuttle service
– Pick up and drop off locations
|Regulators||Program Manager- Julia Midland||Face to Face, E-mail||Bimonthly||Required Permits||– Project legal-side requirements
– Obtain the location of the event
– Local requirements
– Safety requirements
|Project Sponsor- Tim Mills, Project Team, Event Organizer||Project Manager||Face to Face||Once, the last week of the Project||Project Closure||– Discuss the Roll-out Plan
– Review the feedback
– Meeting agendas
– Lessons learned documentation
– Project closure report
For the Beyond Walls project, we applied the Bottom-Up approach for cost estimation. The allotted budget for the project is $150,000 and the allowed Contingency Reserve will be 10% of the project which will sum up the entire budget at around $165,000. After the cost estimation performed by the project team, the initial estimated budget is $156,014, which is a little higher than the allotted budget but can be covered well within the Contingency Reserves (Morris and Hough, 1987).
The following table shows the Baseline Cost distribution according to the project phases:
|Phase||Budget (USD)||Duration (days)|
|Beyond Walls Project||$156,014||228.5|
|Event Initiation & Conception||$16,850||34|
|Event Definition & Planning||$30,332||28|
|Event Execution & Monitoring||$103,696||149|
The project estimates also involve the following fixed costs where the fixed amount will be paid to the respective companies while signing the contract (Jones, 2014):
|Sign Contracts (Artists)||$5,000||Confirming the artists with the Artists Management Company for the Murals. Here the company will be paid the entire fees in advance.|
|Sign Contracts (Entertainment)||$3,500||Here the event fee will be paid to the Entertainment Company in advance.|
|Sign Cleaning Contract||$3,500||Here the Cleaning company will be paid the fixed fees in advance while signing the contract.|
The cost baseline of Beyond the Wall is used to estimate project expenses against the budgeted project expenses (Masterman, 2014). In this case, the currently estimated baseline of this project is $156,014, which exceeds the actual cost $149,858 by $6,156 and the initial estimated budget of $150,000 by $14; however, this extra amount of cost can be covered by the 10% contingency reserves set at the beginning.
|Name||Actual||Remaining||Cost||Baseline Cost||Cost Variance|
|EVENT INITIATION & CONCEPTION||$13,105||$2,825.00
|EVENT DEFINITION & PLANNING||$0.00
|EVENT EXECUTION & MONITORING||$0.00
The cost baseline will only be changed when there is a change or changes in the scope statement, which also means that the project plan was not well-structured and planned (Kerzner, 2002). In this case, if the 10% contingency reserves are approved by the sponsor, the project doesn’t require any immediate changes to the cost baseline (Goldblatt, 1997); reversely, if the contingencies are not approved, we may cut down the cost by reducing expenses in Event Execution phases were the following example activities are taking an excessive amount of cost:
|Select and Confirm Theme||$4,920.00|
|Publish on Social Media and On-site Marketing||$8,000.00|
The given schedule baseline leads to finish this project no later than June 30th, 2020, and the estimated baseline schedule is June 31, 2021, which is a day later than the projected finish date; There are two options for our team, first, talk to the sponsor and ask for an additional day, or second, go back and reschedule our planned activities to make certain adjustments to fit the time frame (Parent and Chappelet, 2017). The followings are the tasks their duration could be revised and updated in the future:
|Select Vendors||20 Days|
|Select and Confirm the Theme||12 Days|
|Sign Contract for Entertainment||5 Days|
The total estimated work baseline is 4,710.88 hours, which is greater than the actual completion hour of 4,449.68h by 261.2, which means the project team is not spending the right number of hours on their tasks.
The project is to design and hold a two weeks event about art festival named Beyond Walls. The duration of the project is from Sep 19, 2019, to Jun 30, 2020. And the budget of the project is about 150,000 US dollars. After the creation of work breakdown structure, our major deliverables include community research, project management, event design, artist, food vendor, entertainment, event conduction, and clean-up. At present, after the cost and schedule estimation, the scope of the project has not changed.
Items may lead to change and adjustment of project scope baseline:
- After the schedule and cost estimation and submission, a one-day delay and an overrun of $6,014 were approved.
- The sponsor adds additional requirements, such as the construction of the park environment during the event.
- Sponsor’s requirements change, such as no need for entertainment activities other than art exhibitions.
- Event delay due to weather and other uncontrollable reasons.
- The sponsor’s budget has adjustment.
|BEYOND WALLS PROJECT||228.5 days||Thu 9/20/20||Tue 8/4/21|
|Event Initiation & Conception||34 days||Thu 9/20/20||Web 11/6/20|
|Community Research||9 days||Thus 9/20/20||Wed 10/2/20|
|Stakeholder Register||12 days||Wed 10/2/20||Fri 10/18/20|
|Project Charter||8 days||Fri 10/18/20||Wed 10/30/20|
|Deliverable Checklist||5 days||Wed 10/30/20||Wed 11/6/20|
|Event Definition & Planning||28 days||Wed 11/6/20||Fri 12/13/20|
|Project Management||18 days||Wed 11/6/20||Mon 12/2/20|
|Event Scope Management||8 days||Wed 11/6/20||Mon 11/18/20|
|Event Budget Plan||9 days||Mon 11/18/20||Thu 11/28/20|
|Event Schedule||9 days||Mon 11/18/20||Thu 11/28/20|
|Event Risk Management Plan||10 days||Mon 11/18/20||Fri 11/29/20|
|Event Communication Plan||8 days||Mon 11/18/20||Wed 11/27/20|
|Kick-Off Meeting||12 days||Thu 11/28/20||Fri 12/13/20|
|Event Execution & Monitoring||149 days||Mon 1/6/21||Thu 7/30/21|
|Event Design||115 days||Mon 1/6/21||Fri 6/12/21|
|Event Permits & License||20 days||Mon 1/6/21||Thu 1/30/21|
|Artist Management||29 days||Fri 1/31/21||Wed 3/11/21|
|Food Vendor Management||27 days||Thu 3/12/21||Fri 4/17/21|
|Music/Entertainment||22 days||Fri 1/31/21||Mon 3/2/21|
|Crowd Management||7 days||Wed 6/3/21||Thu 6/11/21|
|Marketing & Promotions||40 days||Mon 4/21/21||Fri 6/12/21|
|Event Conduction||74 days||Mon 4/21/21||Thu 7/30/21|
|Event Orientation||10 days||Wed 5/21/21||Tue 6/2/21|
|Event Set-up Plan||5 days||Wed 6/3/21||Tue 6/9/21|
|Operations Management||9 days||Wed 6/10/21||Mon 6/22/21|
|Beyond Walls Event||21 days||Tue 6/23/21||Mon 7/21/21|
|Event Clean-Up||74days||Mon 4/21/21||Thu 7/30/21|
|Event Closure||11 days||Tue 7/21/21||Tue 8/4/21|
|Final Performance Report||8.67 days||Tue 7/21/21||Fri 7/31/21|
|Event Success Evaluation||11 days||Tue 7/21/21||Tue 8/4/21|
|Event Closure||11 days||Tue 7/21/21||Tue 8/4/21|
A risk Management Plan is a formal procedure by which the team will systematically identify, assess and respond to risk factors. It basically concentrates on identifying and controlling circumstances or activities that have the potential of leading to undesirable change. The team will perform a continuous risk management method that involves four key processes: Risk identification, risk analysis, risk response planning, and risk monitoring and controlling. Each process includes various methodologies (Veal and Burton, 2015).
To determine and categorize risks during the risk identification process, we are using a risk breakdown structure (RBS) and brainstorming methodologies. For the risk analysis process, it is recommended to use both qualitative and quantitative analysis for risk identification and then prioritize the risks as High, Medium, or Low based on probability, impacts, and costs (Mikulskienė, 2014). The discussed method will facilitate creating a risk matrix to determine the risk severity.
Then comes risk mitigation and controlling plan which involves the process of developing actions and options to minimize threats and exploit opportunities based on the identified and analyzed risks. The risk response process involves defining the response strategy, planning corrective action, and contingency plan (Lewis, 1995). Finally, to control and monitor risks the project team will work on the change management and control process. The change request has to be assessed by the project change experts and then approved/rejected depending on cost-benefit analysis.
The contingency reserve policy and request are based on risk assessment and analysis. According to the risk management plan and risk register, we are ready to apply for a contingency amount for our project – Beyond Wall. After discussing of the actual situation and referring to the historical data and similar projects, our project team has decided to apply for the 10 per cent of the whole project as the contingency reserve, the amount is $15,000. The specific statement of the requested amount is as below.
In the project scope statement, the budget for the entire project is $150,000. But according to previous project cost estimation and determining cost baseline, our initial estimated budget is $156,014, which exceeds the allowed project budget by $6,014. Thus, we have the risk of overspending. However, after requesting $15,000 as a team contingency reserve, the total budget of the project is $165,000, which means that the overspending risk of $6,014 can be covered. In addition, based on the cost baseline statement, after the actual allocation of the project budget is completed, our actual cost is $149,858, which is less than the allowed project budget $150,000. Therefore, the contingency reserve can be used more for other project risks. That is, the risk for cost category can be well controlled in the contingency reserve that is requested to be 10% of the budget. For the project risk register, we can conclude that the risks of adopting the mitigate method in the risk response plan all require applying more money to transfer the risk to a third-party commitment when dealing with the issue caused by the risk, that is, hiring more professional analysts or experts to manage and adjust. Among them, the five risks closely associated with the contingency reserve are MF03 – failing to define the scope, MF04 – ambiguous expectations, MF05 – inaccurate estimates, MF08 – insufficient change management, and MF10 – shortfalls in resources. Meanwhile, the probabilities of MF03, MF04, MF05, and MF10 are low, and their impacts of them are high. While the probability and impact of MF08 are medium. Thus, their risk scores are not located in the high-risk range. When responding to those risks, the $15,000 contingency reserve is sufficient (Mulcahy, 2011). Additional, because these risks are specific to the project’s scope, changes, and resource allocation, as well as involve internal management and communication of project team members, external estimators and experts may face a lack of understanding of the actual situation. Therefore, we are more inclined to rely on the internal members of the project team to respond and resolve the risks, and accordingly, there is no need for too many additional expenses. In other words, the chances of using the contingency reserve are very low.
- Using contingency reserve when facing an issue caused by risk.
- Change control process is the way for contingency reserve application.
- The contingency reserve can only be used after submitting the application and obtaining approval from the sponsor and manager.
- In general, changes and adjustments need to be proposed in the project status reports and wait for permission, but in the event of an emergency, the risk owner can directly report to the manager and mobilize the contingency reserve after manager approval. If the requested amount of money is large, the manager needs to directly report to sponsor and use the contingency reserve after sponsor approval (Quinn, 2013).
The Project Manager and the project team will carry out tests at planned periods at some stage in the task to make certain all methods are being efficiently applied and achieved. The great supervisor will offer each day fine management and conduct technique audits on a weekly basis, monitor technique overall performance metrics, and guarantee all processes follow assignment and organizational requirements. If discrepancies are found, the fine supervisor will meet with the Project Manager and evaluation of the diagnosed discrepancies. The Project Manager will schedule regularly occurring undertaking, control, and report reviews. In these critiques, an agenda object will encompass a review of assignment techniques, any discrepancies and/or audit findings from the nice supervisor, and a discussion on process improvement tasks.
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