MIS798 Project Management | Local Music Festival Project Plan

Cost would be incurred on the project for hiring team and getting the music and sound equipments. A budget of $2,000 may be used by the project manager for raising the funds at the event. Besides these funds gathered from the state funding authorities, there can also be other revenue sources in the event such as business sponsorships, fees from vendors placing their stalls at the evet, and ticket charges for attendance. The event is expected to cover 70% of the total cost of the event through fund raising (Archibald, et al., 2000).

A survey was conducted on the stakeholders of the project and it was found that a strong support can be gathered for street festivals in the state as most  stakeholders and project coordinators supported the idea of development and execution of a Music festival. There were some stakeholders who were not in support but were willing to consider cooperation if their concerns were addressed. Organizers raised the concerns of reduction in the availability of parking in the area causing inconvenience to travellers if an open street event was to be organized. To address this concern, it was suggested the project management could seek collaboration for the Landing merchants to link to the festival such that these hassles can be avoided or reduced. Landing businesses in the city can work through in-store displays and windows during the event of the time. For exchange of the support from other businesses, they can be allowed to feature their merchandize in the event. Event attendees can be offered discount coupons for their merchandize to help the business in marketing and promotion to garner their support for the event and cause least disturbances to their business during the street event. Some of the business can even move their merchandize on the street during the event (AusAID, 2003).

A major support has to be gathered from the project volunteers and they have to be kept motivated which can be a big challenge. Volunteer burn-outs is a common problems faced in street events. For management of these volunteers, a paid coordinator would be required who would guide and support volunteers into participation in the event organisation. Some stakeholders suggested in the interview that a publically funded coordinator may be hired for supporting the event while others supported the  idea of a full time coordinator who can work beyond the event production and staging of the current event for the organization for long term. A liaison has to be created between event coordinators, nearby merchants, town officials, volunteer, suppliers, and the public to gather sufficient support for the event execution, promotion, set-up, tear-down, storage, equipment procurement, furnishing procurement, and staging (Awodele, 2012).

Thus, merchants nearby the site were surveyed to understand if this strategy would work and response was positive as they were supportive of the festival and were open for street festival. Merchants also recommended a few activities like sidewalk sales, fireworks, boat rides, and contests and other ideas related to content, performances, and music. However, some merchants were concerned about the competition that would be faced by other events going on in the city during the same time. Merchants were found positive about using the street festival as an opportunity to increase their revenues by adopting to the event themes to draw visitors to their counters (BARR, 2015).

As suggested by the stakeholder interaction, most stakeholders are positive about the event as well as are willing to cooperate and participate in some organizing and promotion activities. The event is also expected to attract funding from state authorities that would compensate for over 50% of the costs of the event while remaining income would be obtained through selling of tickets and other sales at the event with generation of some profits for the cause. Thus, it can be said that the event is feasible to be conducted in the region both technically and financially (Basu, 2005).

Project Organization

The organization is a start-up project management consulting firm founded by Paul that has been awarded a contract for planning and execution of a local music festival in Marysville, VIC. Marysville, a small town near Melbourne was devastated by a bushfire in 2009 killing 45 people and causing destruction to many buildings and homes. Marysville Local Business Group is planning to sponsor the local music festival for which the company is expecting a grand from state government. However, to be able to become successful, the event would need some profits to be generated after its expenses are met. The project has been assigned to Paul’s company that has a small project team for assistance including Georgina and Jed who recently joined as the part of new team. Paul would serve as a project manager and his friends would play role of support for the team. Additionally, Jed was given the responsibility of managing finance while marketing, promotion and website development was managed by Georgina (Billows, 2010)

Management Issues and Effectiveness

For delivering a project successfully, the plan has to  be carefully made for handling management issues to bring effectiveness. The target would remain achieving objectives of th project on time aand within budget. As per PMBOK guide, a project manager needs to have three characteristics that can affect the project outcomes and these include performance, knowledge, and personal attitude, personality or leadership quality.

The guide also identifies two major leadership styles that a project manager can follow. These include:

• bottom-up approach in which the project manager takes inputs from the team through coordination and integrates their views in the management while working to achieve the vision of the project. This approach gives some level of autonomy to the project team members and the leader follows the servant leadership model
• Top down approach retains the autonomy for the project manager such that only the project manager takes all decisions without involving the team. Such approach can actually be disempowering for the project team. In this approach each member of the team would be contributing individually towards the output of the project

 As the project team needs to coordinate and exchange views to be able to achieve the objectives of a project effectively, the project manager may follow a bottom-up approach to leadership which would be used for the current project (Awodele, 2012).

Plan (Schedule)

Resources and Cost plan

Resource Management Plan

The resource management plan identifies the stakeholders of the project and identifies their responsibilities or participation in the event management process. The table below shows the list of stakeholders whose roles are identified along with their responsibilities related to project management.

Stakeholder Role	Responsibilities
Project Sponsor	Assess and approve the budget for the project and sanction the funds to be used on the project within the specified boundaries Provide a vision to the project team and guide the project manager in solving major project issues that need intervention from high level authorities (Caltrans, 2007)
Project Manager	Responsible for initiating, planning, executing, managing and controlling the event project. Specific activities that the project management would be involved in include preparation  of project charter, obtaining sign-offs from key stakeholders, building and managing resources, time management planning, identification of team KRA’s, monitoring and communicating project progress to project stakeholders, and controlling project for  maintaining the time, cost and scope constraint (Butt, et al., 2016).
Project Board	Important decisions related to inclusions and exclusions of the scope, change management, and risk management strategies are taken upon participation from the project board that has the responsibility to brainstorm and guide the project manage in taking the right decisions on the project (Caltrans, 2007).
Customers/ Spectators	They would provide the inputs on the expectations from the events and approval for the execution of the event on the streets. Public has to cooperate and customers have to make payments for participation through ticket buying (Butt, et al., 2016).
Project Team	The project team would be involved in executing all the operational and  technical activities that are required for structuring, organizing and executing the event. The specific activities that they would be participating in include requirements gathering, planning, ticketing, execution, and marketing (Davis, 2014)
Volunteers	Volunteers from the local communities would be hired for handling all the activities during the event including stage set-up, audience management, staging management, queue management, event tear-down support, and help desk support for visitors.
Change Manager	He would be responsible for approving changes that are requested by any of the project team members based on the analysis of the situation demanding change. If any changes make the project deviate from the objectives then change manager would use a process to  control change. If the change has to be made, the same would be communicated to the team by the manager..
Equipment & Décor Suppliers	Responsible for the supply of goods as per the project plan safely with desired quality taken care of and keep the even organization updated of the progress or issues in deliveries
Local Authorities	Provide permission to make arrangements for the street event for the use of land, roads, and nearby locations for parking (Welsh & Black, 2010).
Contractors	Contractors would be hired for catering, décor management, music set-up and stage set-up. They are responsible for delivering safe and quality work before the event execution
Performers	Musical performers would have to provide a clear information on their availability at the time of the event and must perform at the event as per event theme and in their best spirits to engage audience (MAJEED, 2012).

[Kerzner, Harold R. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons, 2013.]

Cost Management Plan:

Several approaches would be taken for keeping a control on the costs such that the project can be competed within the allotted budget. The cost of the project would be estimated based on the number of resources that would be utilized on the project such that the calculation would be done based on their rates and man hours at work. The work would be assigned to these resources as per the Work Break Down Structure and the costs would be in giving wages, training teams, procurement of resource and project execution. A top down approach would be taken for identifying costs that would be incurred under each of these heads such that the total cost of the project would be calculated by summing up the individual costs of these elements. The estimates would be done on the basis of experience and thus, the subject matter experts would be involved by the project manager for arriving at the right figures for the calculation of the final project cost (Rajguru & Mahatme, 2016).

Project Cost and Benefit

The costs that would be incurred on the project are tentatively recorded in the planning and thus, ae only indicative as it can be affected by the changes in the scope.

Expense	Estimated Budget	Contingency amount
Employees
Internal Event Company Staff	$52,000	$5200
External Volunteers	$62,000	$6200
Suppliers	$ 145,000	$13500
Contractors	$140,200	$15500
Training and Administration	$55,000	$5000
Total	$454,200	$45,400

A cost benefit analysis can be done here to understand the costs and the benefits that would be achieved from the project outcomes delivered.  The project is expected to bring major benefits to the organisation in terms of revenue generation provided the project does not face any major delays or cost overruns (Pennypacker, 2005).

	With Information Systems	Current condition
Costs of Project
Operational Cost	$11,200	$50,000
One Time Cost	$165,000	$0
Capital Costs	$70,000	$0
Total Cost of Project	$246,200	$50,000
Benefits (for 1 year)
Sponsor Funding	$80,000	$100,000
Ticket Sales	$70,000	$230,000
Donations	$25,000	$35,000
Total Costs	$175,000	$365,000
Net Benefits (Saving)	$61,200

A net saving of $61,200 is expected to be achieved from the execution of the event

Project Risk assessment

Any uncertain condition or event which can have a positive or negative impact on the outcomes of the project in terms of scope, schedule, quality and cost is called a project risk as per the PMBOK guide. A risk management plan can be developed for identifying risks, assessing them and making a plan for mitigation or contingency management. When considering the risk management  for the event, factors that would be considered include safety of the attendees and volunteers, reduction of risk, increase of benefits, management of risks and responsibility and protection of the individuals. A risk log is usually maintained to record the risks while executing the project while the risk management plan would form the base of the process in which risks are identified, assessed and response plan is developed. Assessment involves identification of the probability of risk and potential impact on the project based on which a priority would be assigned for the resolution of the respective risk in the plan.  The table below shows the risk management plan for the Musical event production (Banaitis, 2012):

Source	Probability	Impact	Priority	Strategy	Responsibility	Review
External
Environmental Factors causing disruptions in the work	2	5	10	Mitigate: Natural events like earthquake, flood or cyclone can happen any time without prior knowledge and they cannot be avoided. Thus, there is only one choice and that is to accept the risk and mitigate its impacts such that the negative effects on the project outcomes is least. (C & S., 2003)	Security Agency hired by the event management firm	While project is going on
Variations from the initial plan in the temporary structures created	4	5	20	Avoid: The contracts must clearly mention the deliverables including the temporary structures to be made and the respective designed must be attached only after they are approved by the client organization and the project manager (Institution of Civil Engineers and the Actuarial Profession, 2005).	Contractor Project manager	While project is going on
Supplier are unable to supply the materials on time	2	5	10	Avoid: While selecting a vendor or supplier for any of the goods including furniture, stationary, equipments, décor, or other facilities, the project manager must ensure that the supplier has the record of supplying similar size of order such that at the end time, supplier does not fall short of the materials. The order may be placed only with assurance provided by the supplier of the availability of goods. Mitigate: In case the supplier still delays the delivery, the project manager has to either push the supplier into delivering fast or get a new supplier while recover the additional costs from suppliers for non-delivery of goods (JAVED, 2004).	Suppliers and vendors of furniture, décor, stationary, goods, etc.	Supplier quotation
Planning
Inadequate Project Brief given to the event management volunteers	4	4	16	Avoid: Ensure that the project requirements are sufficiently documented and communicated to the project team so that it can be ensured that there is no variation from the delivery requirements. The takes must be appropriately documented in the WBS according to which the team must work (Lyons & Skitmore, 2004)	Project Manager	Contract agreement
Inappropriate Site selection	3	5	15	Avoid: The selection of the site for the event must be done considering the needs of spectators and the project sponsors for which they can be interviewed to understand their needs such that the choice of the primary site where performance would be done is appropriate and accepted by all the stakeholders	Project manager	Before contract
Delays	5	4	20	Avoid: The project plan must be developed using inputs from the potential suppliers to ensure that the appropriate timelines are decided such that supplier gets sufficient time for execution. Mitigate: If there are any delays from the supplier side then the losses incurred must be compensated for by the supplier (Ward & Chapman, 2003)
Accidents or injuries	2	5	10	Avoid: The project manager must hire an agency into safety provisions who must supply appropriate equipments for safety and define the safety procedures that should be used for avoiding the accidents and injuries at the event site during construction and project execution. Mitigate: If an accident or injury already occurs on the project, the necessary medical kit and the doctor must be available such that immediate action can be taken to help people recover from injuries at the event. A mitigation measure may be planned in advance considering different types of risks that can occur such as fire hazard which would be responded to by fire extinguisher, an accident which can be taken care of by using a medical kit and getting services from an emergency doctor (Project Management Institute , 2000)	Security Agency	Ongoing
Technical Risks
AV not working properly	2	5	10	Avoid: Before the day of the musical event, all the equipments that have been brought for the event must be tested including the AV kits so that they work as per expectations and there are no technical problems faced during the event. The project sponsor must ensure that the supplies received are properly working and the equipments have no technical issues that can later cause problems (Welsh & Black, 2010). Mitigate & Transfer: If the problem in the equipment is due to the default of the supplier because of problems of defects, the losses incurred can be transferred to the supplier. However, at the same time, the project manager would need to take steps for mitigation by either replacing the A unit or getting it repaired before the event could begin.
Electricity Outage	1	5	5	Avoid: Power outage is a situation that cannot be avoided as it can happen unexpectedly in which case the event manager can be ready with the generator so that the disruptions are avoided even if the power outage is faced on the project (UC Davis, 2013).	Project Manager	Ongoing
Contractual risks
Vendor Conflicts	2	4	8	Avoid: The contractual terms must be decided based on the insights taken from the subject matter and industry experts so that clear terms are defined for schedules, deliveries and quality needs of the event such that the instance of conflict cane avoided and even in the case of facing any confusion, the contract agreement can be reviewed and decision may be taken on the next step to resolve conflict.  Mitigation: In case the conflicts are major and cannot be resolved by the contractual terms, a mediator may be approached to intervene so that conflict between contractors can be resolved (VRINCUT, 2012).	Vendors Project Manager	Before contractual agreement
Contract missed important obligations	2	5	10	Avoid: The contractual arrangement and delivery task must be defined in the WBS which should be followed as the base for meeting obligations for tasks. For every item in the WBS, the obligations must also be specified to the team so that they are not missed. Mitigate: WBS is still a document that only identifies activities and probably would miss out on documenting obligations in which case, certain obligations can be missed out on delivery. If this happens, necessary measures can be taken considering the terms of the contract (Quick Base, Inc., 2015).	Contractor	Contractual Agreement
Financial Risks
Cost overrun	3	5	15	Avoid: If the project is monitored against the project WBS, the costs can also be justified if they are appropriately estimated on how they are connected to each of the WBS element. However, the actual costs can still vary and can result into a cost overrun in which case, the project would lose on its profits. Thus, it should be avoided with accurate estimation of costs on the basis of which the budget may be approved. Mitigation: The project manage must keep a contingency fund approved beyond the actual project cost such that it is only utilized in the cases of emergencies on the project that cannot avoid the increase in the cost.	Project Manager Project Sponsor	Ongoing
Insufficient funds	2	5	10		Project Manager Project Sponsor	Ongoing
People Risks
Spectators uninterested	1	5	5	Avoid: Before planning the event, the expected people to come in the event must be researcher properly and the event must be planned accordingly. Marketing must clearly reveal the information about what can be expected from the event such that only those interested in the kinds of activities planned would take the tickets and would join the event. In case some of the people are not satisfied with the event, the risk has to be accepted as it would not be possible to satisfy everyone (LS & QT, 2006)	Project Manager Performers	Selecting performer Planning Marketing
Not enough tickets sold	3	3	9	Avoid:  strong marketing of the event is needed so that all the possible spectators are targeted such that enough tickets can be planned for selling. Before the tickets get sold and thus, it is required from the marketer to get to more and more people so that more tickets can be sold.	Project Manager Performers	Selecting performer Planning Marketing
Not enough attendance	2	3	6	Avoid: As strong marking would attract the visitors but they must also be pushed to attend the event through invitations and early bird offers so that their attendance can be secured. An estimation on the number of people attending the event can be made according to which the arrangements are made (JAVED, 2004).	Project Manager Performers	Selecting performer Planning Marketing
Dissatisfaction in spectators from arrangement	1	3	3	Avoid: It is important that the project manager understand the requirements for the spectators by conducting  assure on general public before the planning of the event so that the elements that would bring interest in the attendees can be taken care of.	Project Manager Musical Performers	Selecting performer Planning Marketing

Contracts and Quality management plan

Contracts management

Everything that is to be delivered through the event production is document in contracts when the part of execution is done by a third part contractor. A contract is like a legal binding on the event contractor to make deliveries as per the content of the contract and on the producer company to make the payment against their work. In an event project, there are two contractual arrangements that happen between the event management company and the client and a contract that is executed between the event management company and the suppliers or contractors. Every party getting into the contract must have sufficient competence to meet the obligations and thus, suppliers and contractors would be selected by the project manager based on their experiences and competencies (Royce, 2016).

The contract would contain the following details:

• The contact informationof the Client, supplier or contractor would be included with their legal names, contact persons, signing authorities, contact details and email addresses.
• Details of the event would be included including venue specifics, service details, insurance information, compliance procedures, venue name, room name, contact person, event start date and time, commercial liabilities, general liabilities, related rules and regulations or standards to be followed such as  National Electrical code and Fire code.
• The financial information including the bid amount, agreed compensation, payment terms, non-payment issues addressing, payment schedule, deposit amounts, currency rates at the rime of execution, taxes to be levied on products or services, deadlines to follow and related penalties for delays, and related terms and conditions(LYS, 2015).

The contract would have certain clauses that define the terms and conditions that would be followed between the contracting parties in the event project. The clauses would have the following details:

• A cancellation policy which would state that in the case of non-payment within the 15 days of work completion, the further work would be put to halt by the contractor.
• A Termination policy would detail the obligations that contracting parties must follow failing which the contract would be cancelled.
• An indentation clause would define that if the contractor does any hard by any of the actions or through non-compliance to the client or event management companies, the resulting losses would be recovered from the contractor.
• If any major disputes occur on the project, arbitration would be used for resolution of the conflicts and if that does not work, legal actions may be taken(DOE, 2008).

The contracts would be issued by the event management organization to suppliers and service providers with considerations of deadlines and need fr third party intervention. A hard copy of the contract would be made and shared between contracting parties alongside the electronic version that may be shared online between two companies. While signing any contracts, the project manager has to ensure that the contract have all necessary signatures, dates, and the signing is done only by the proper signing authorities from either side. If any breach results from a contractor actions, a contract can be broken or cancelled in the event of non-delivery, refusal of performance, or wrong delivery. Before taking any serious action, first the negotiation must happen which if does not work, should go through arbitration and only after that a legal actions may be taken  when things become critical (Mack, 2018).

In case of major conflicts any of the following measures could be taken for resolving disputes between contracting parties based on the situation  

• Alternate Dispute Resolution can be done involving a qualified third party for mediation, negotiation, or reconciliation
• An authority figure would be involved to provide guidance on resolution and to come up with the settlement terms
• Claims can go to court for disputed amounts that are not getting settled without the intervention of the lawyer.
• Litigation can be used when the amount claimed is significant

The quality of the project would be maintained using the following procedures:

• Quality assurance procedures and quality specifications must be documented as the foundation which must be adhered to while managing the event such that the quality parameters are always maintained.
• Quality audits can be conducted during the event to understand if they are meeting the quality requirements of the project including the supplies, processes, and management
• The output of the quality assurance procedure can be audited which can include change requests, standards, processes, and project management plan(Millhollan, 2008)
• The WBS should be taken as a base to record the progress of the project such that deviations must not be allowed beyond a limit. This limit can be set as a the tolerance level. The project schedule must not exceed beyond the 5% of the initial time allotted to the project. The variation in the most should not be more than 10% considering the whole project of the Musical event production.
• The quality officer can be employed who guides the project manage on the specifications that are needed to be used for the event equipments and facilities such  that a good level of quality is maintained.
• A quality control process may be established and used which would give the outputs like validated changes, change requests management, lessons learned recording, validated deliverables, project management plan updating, and ,measurements of the quality parameters for the project(PMI, 2008).

The quality assurance and control is achieved through the use of three steps that include quality planning, quality assurance and quality control. In planning, standards and processes would be identified for all the event management process and would be documented in the quality management plan. During the quality assurance stage, the project performance would be measured to understand where it stands in terms of project quality. If any variation is found from the desired quality in the event production then , a quality control process would be followed which would include eliminations of causes that are affecting the quality or causing non-performance on the project. For instance, if there is a delay on the project beyond the limits of tolerance, the project manager would intervene to find out the reasons behind delays and if there are any conflicts causing these delays then they have to be resolved wither directly or by taking help from the top management. If the deliveries made by the supplier are not at par, the project manager has to take appropriate steps to get replacements done by the supplier so that quality is maintained. It is important for the entire project team to understand the definitions of quality if such variation are to be avoided. Thus, the project manager would involve the quality officer in providing training to the project team at the start of the project so that the team can understand how quality of project can be maintained (Pennypacker, 2005).

Gantt chart

Conclusions

This project belongs to an event management company that has received a contract for the organizing and execution of a Street based musical event to generate funds for the relief from the Busfire impacts in the Marysville, VIC region. The project plan present the details of how different elements of the project would be taken care of including organization, management,  resource management, cost management, risk management, contracts and quality management. The plan initially explored the feasibility of the musical event. The feasibility was understood by taking the feedback and inputs from the project stakeholders who were fund positive in accepting the musical event execution. The project also identified certain risks that could occur on the event and appropriate contingency plan was presented.

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