ENTREPRENEURSHIP BOOTCAMP
PROJECT PRESENTATION SCRIPT
Denyse Niyonzima
Slides 1–6: Project Overview and Scope Statement
Slide 1: Cover Page
Good day, everyone.
We are presenting our project plan for an Entrepreneurship Bootcamp for Youth. The project
focuses on organising a two-week intensive bootcamp for 40 high-school graduates.
Although the actual training will take place over two weeks, the complete project requires 50
working days. This includes planning, fundraising, curriculum development, participant
recruitment, logistics, delivery, evaluation, and closure.
Our project is scheduled to begin on 3 August 2026 and close on 9 October 2026.
Slide 2: Presentation Overview
During this presentation, we will explain six main parts of our project plan.
I will begin with the project overview and scope statement. Derick will explain the Work
Breakdown Structure. Ketya will present the critical path and slack-time calculations.
Vanessa will discuss the effect of a critical-task delay and our mitigation strategies. Raoul will
explain the Gantt chart, and Yvanna will conclude with our collaboration process and key
findings.
Slide 3: Project at a Glance
Our selected scenario is the Entrepreneurship Bootcamp for Youth.
The bootcamp will provide two weeks of intensive training to 40 selected high-school
graduates. However, the complete project covers 50 working days and is organised into
seven major deliverables.
We chose this project because many high-school graduates have ideas and the motivation
to create opportunities, but they may not have access to practical entrepreneurship training.
Through this bootcamp, participants will learn entrepreneurial thinking, idea development,
business modelling, basic financial planning, and pitching. By the end of the programme,
they will have moved from identifying a problem to developing and presenting a business
idea before a panel of judges.
Slide 4: Scope Statement What and Why
Our project is titled “Entrepreneurship Bootcamp for Youth: A Two-Week Intensive
Programme for High-School Graduates.”
The project responds to the challenge of youth unemployment and the limited availability of
structured, practical entrepreneurship training for recent graduates. We also assume that
local schools and sponsors are interested in supporting activities that strengthen young
people’s ability to create employment opportunities.
Our objective is to deliver a two-week bootcamp from 21 September to 2 October 2026 for
40 selected high-school graduates.
Participants will receive training in entrepreneurial thinking, business modelling, and pitching.
The programme will end with a Demo Day where at least eight teams will pitch their
business ideas to a judging panel, while the project remains within the approved
sponsor-funded budget.
Slide 5: Deliverables and Milestones
We identified seven main deliverables.
These include an approved project plan and budget, signed sponsorship agreements, a
complete curriculum, 40 registered participants, a fully equipped venue, successful delivery
of the bootcamp and Demo Day, and a final evaluation report.
We also established milestones to help us monitor progress.
Funding must be confirmed by 25 August. The 40 participants must be selected and
registered by 14 September. The venue, materials, and facilitators must be ready by 18
September.
The bootcamp begins on 21 September, Demo Day takes place on 2 October, and the final
report is submitted on 9 October.
These milestones give the team important checkpoints before moving to the next stage of
the project.
Slide 6: Requirements, Limits and Assumptions
The project requires two training rooms, reliable internet, backup power, laptops, projectors,
workbooks, Business Model Canvas materials, trained facilitators, guest entrepreneurs, and
Demo Day judges.
We also defined the boundaries of the project to prevent scope creep.
The project is limited to one cohort of 40 participants. It does not include accommodation,
seed funding, a second intake, or post-bootcamp incubation and mentorship. Participants
will attend as part of a daytime programme and return home after each session.
Finally, our plan is based on several assumptions. We assume that sponsors will confirm
funding by 25 August, that we will receive at least 80 applications, that the venue and
facilitators will remain available, and that the selected participants will attend all ten training
days.
Having explained what the project includes and excludes, I will now hand over to Derick to
explain how we broke this scope into manageable project activities.
DERICK SHEMA
Slides 7–9: Work Breakdown Structure
Slide 7: WBS Seven Key Deliverables
Thank you, Denyse.
This slide presents Level 1 of our Work Breakdown Structure.
We used a deliverable-based approach, meaning that we divided the complete project into
seven major results.
These are initiation and planning, funding and partnerships, curriculum and facilitators,
marketing and recruitment, logistics and venue, bootcamp delivery, and evaluation and
closure.
This structure ensures that every major part of the project is represented. It also helps us
assign responsibility, estimate the required time and resources, and ensure that no major
project result is overlooked.
Slide 8: WBS Tasks and Subtasks
We then broke the seven deliverables into 27 more specific work packages.
For example, initiation and planning includes forming the team, defining the objectives,
preparing the schedule and WBS, and developing the budget.
Funding and partnerships includes identifying sponsors, negotiating with them, and signing
agreements.
Curriculum and facilitators includes designing the curriculum, preparing learning materials,
developing the Demo Day rubric, recruiting facilitators, and conducting an orientation and dry
run.
The remaining sections cover marketing, applications, participant selection, venue
preparation, equipment, catering, actual bootcamp delivery, feedback, reporting, and
closure.
This detailed breakdown makes the project easier to manage because each work package
represents a clear piece of work that can be assigned, monitored, and completed.
Slide 9: From the WBS to the Project Schedule
For scheduling and critical-path analysis, we consolidated the 27 work packages into 14
summary activities, labelled A through N.
The table shows each activity, its duration, and its predecessor.
Activities A and B establish the project foundation. After B is completed, three activities run
in parallel: securing funding, developing the curriculum, and recruiting facilitators.
Securing the venue depends on funding. Marketing also depends on funding, while
participant screening depends on the completion of marketing and recruitment.
Facilitator orientation depends on both the curriculum and facilitator recruitment.
The different branches eventually reconnect at Task J, final logistics. Task J cannot begin
until the venue, participant registration, and facilitator orientation are all complete.
After that, bootcamp delivery, evaluation, and project closure take place sequentially.
The activities shaded in red form the critical path, which Ketya will now explain through the
forward and backward calculations.
KETYA EMEBET UMWIZA
Slides 10–11: Critical Path and Slack-Time Analysis
Slide 10: Critical Path Calculation
Thank you, Derick.
To calculate the critical path, we carried out a forward pass and a backward pass.
The forward pass determines the earliest time each activity can begin and finish. Earliest
finish is calculated by adding the activity duration to its earliest start.
When an activity has more than one predecessor, we use the latest predecessor finish
because the activity cannot begin until all its predecessors are complete.
The backward pass begins at the project completion date and calculates the latest time each
activity can begin and finish without delaying the project.
Slack is calculated by subtracting the earliest start from the latest start.
Our critical path is:
A, B, C, G, H, J, K, L, M, and N.
The durations of these activities add up to 50 working days. Therefore, 50 working days is
the minimum time required to complete the project according to the current plan.
All activities on this path have zero slack.
The non-critical activities have some flexibility. Task D has 14 days of slack, Task E has 16
days, Task F has 9 days, and Task I has 14 days.
Slide 11: Meaning of Slack Time
Slack time tells us how long an activity can be delayed without changing the project
completion date.
The activities on the critical path have zero slack. Therefore, a delay in any of these activities
will directly delay the project unless the team recovers the lost time elsewhere.
Tasks D, E, and I have relatively high slack because curriculum development and
facilitator-related activities run in parallel with the longer funding and participant-recruitment
route.
Task F has nine days of slack. This means venue and equipment preparation can be
delayed by up to nine working days without delaying Task J. However, this does not mean
the team should intentionally wait because venue availability can change.
Slack helps us decide where to focus attention and resources. Critical activities require
closer monitoring, while flexible activities can sometimes provide staff or resources to
support the critical path.
I will now hand over to Vanessa, who will explain what happens if one of our critical activities
is delayed.
VANESSA KEZA KANYAMIBWA
Slides 12–13: Delay Impact and Risk Mitigation
Slide 12: Effect of a Critical-Task Delay
Thank you, Ketya.
For our delay scenario, we selected Task G, marketing and participant recruitment.
This activity is on the critical path and has zero slack. We assumed it is delayed by five
working days.
Because Task H depends on Task G, participant registration would finish on 21 September
instead of 14 September.
Task J would also start late, meaning the bootcamp would open on 28 September instead of
21 September. Demo Day would move from 2 October to 9 October, and the final report
would move from 9 October to 16 October.
The total project duration would therefore increase from 50 to 55 working days.
This delay could also create additional costs, including venue-rebooking costs. It could affect
sponsor commitments, facilitator availability, and participants who may have already made
other plans.
We selected recruitment because it depends heavily on responses from external people,
making it one of the least controllable activities on the critical path.
Slide 13: Risk-Mitigation Strategies
We developed four strategies to protect the critical path.
First, we will prepare the application form, promotional materials, and partner contact list
while sponsorship is being finalised. This allows recruitment to begin immediately after
funding is confirmed.
Second, we will monitor applications daily. If we have received fewer than 50 applications by
Day 5 of recruitment, we will activate additional schools, community organisations, and
online channels.
Third, we will add recruitment and selection capacity when necessary. Additional reviewers
will use one standard scoring rubric to accelerate Tasks G and H without reducing fairness.
Fourth, we will maintain backups. These include a participant waitlist, alternative venues,
backup equipment, and substitute facilitators. Any threat to a critical-path activity will be
escalated within 24 hours.
These strategies combine prevention, early warning, additional capacity, and contingency
planning.
I will now hand over to Raoul to demonstrate how the complete schedule appears in our
Gantt chart.
RAOUL GANZA
Slide 14: Gantt Chart
Thank you, Vanessa.
Our Gantt chart converts the project schedule into a visual timeline covering 3 August to 9
October 2026.
The red bars represent critical activities with zero slack. These activities form the sequence
that controls the project completion date.
The blue bars represent non-critical activities. The striped sections show the available slack
for those activities.
The dotted vertical lines identify important milestones, including funding confirmation,
participant registration, the opening of the bootcamp, Demo Day, and submission of the final
report.
The chart also shows how several activities take place simultaneously. For example,
curriculum development and facilitator recruitment happen while funding and recruitment
activities are progressing.
All these parallel activities reconnect at final logistics before the bootcamp can begin.
Our detailed Google Sheet contains the activity IDs, durations, exact start and end dates,
predecessors, slack calculations, and the full Gantt schedule. The formulas and conditional
formatting allow the schedule to be updated if an activity changes.
This Gantt chart will help the team compare planned progress with actual progress and
identify delays before they affect the critical path.
I will now hand over to Yvanna to explain our team collaboration and conclude the
presentation.
YVANNA BWINTERO BATAMULIZA
Slides 15–16: Collaboration and Conclusion
Slide 15: How We Shared the Work
Thank you, Raoul.
We divided the assignment according to the main rubric criteria.
Denyse led the scope statement, Derick led the WBS, Ketya handled the critical-path and
slack analysis, Vanessa developed the delay scenario and mitigation strategies, Raoul
developed the Gantt chart, and I coordinated the slide design, quality checks, and final
presentation.
Each section also had a second group member responsible for reviewing it.
However, responsibility was not limited to individual sections. We conducted cross-reviews
and full-team rehearsals so that every member could understand and answer questions
about the entire project plan.
This approach helped us distribute the work fairly while maintaining consistency between the
scope, WBS, calculations, risks, and Gantt chart.
Slide 16: Conclusion
In conclusion, our project plan has four main strengths.
First, the scope has been converted into a detailed WBS containing seven deliverables and
27 work packages.
Second, our scheduling analysis proves that the project requires 50 working days, with the
critical path running from Task A through Task N.
Third, we identified the available flexibility. Tasks D and I have 14 days of slack, Task E has
16 days, and Task F has 9 days.
Finally, we developed practical strategies to protect the critical activities, particularly
participant recruitment and selection.
Together, the WBS, critical-path analysis, slack calculations, risk strategies, and Gantt chart
provide a realistic plan for delivering the Entrepreneurship Bootcamp for Youth.
Thank you for listening. We welcome your questions.