PROJECT MANAGEMENT
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Table of Contents
Introduction................................................................................................................................3
Task 1- Development of network diagram, critical path, and shortest possible time300..........3
Task 2- Internal and external stakeholder analysis....................................................................4
Task 3- Work breakdown structure and organizational structure related to the given activities
....................................................................................................................................................6
Task 4- Risk matrix and risk analysis........................................................................................8
Task 5- Quality expectation, acceptance criteria, quality specification, and control
measurements...........................................................................................................................12
a) Quality expectation..........................................................................................................12
b) Criteria.............................................................................................................................12
c) Specification.....................................................................................................................12
d) Measurement to control...................................................................................................12
Task 6- Critical analysis of selected methodology with justification......................................12
References................................................................................................................................14
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Introduction
Camden Sickle Cell and Thalassaemia Service Group wants to raise funds and increase
awareness of services among public through a music concert which is the main objective of
this project. The aim of this study is to support program evaluation and review technique
(PERT) so the project manager can present it to the service group and University’s board.
Task 1- Development of network diagram, critical path, and shortest possible time300
According to the activities, the network diagram together with its critical paths are given
here.
Figure 1: Network diagram
(Source: Created by Researcher)
Here,
Act: Activity number
Dur: duration
Note: EST of first Act is 0
EFT (Earliest Finishing Time): Dur + EST
EST (Earliest Starting Time): Max of EFT of previous Act(s)
LST (Latest Starting Time): LFT – Dur
LFT of last Act/ Act 22 is 101
LFT (Latest Finishing Time): Min of LFT of previous Act(s)
Description of Critical Path
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The critical paths are those which have the longest path duration which is 101 days of
duration (Nafkha, and Wiliński, 2016). These are marked with red and LST=EST, and
LFT=EFT.
Shortest possible time
The shortest possible time for this project or music concert is 30 days which is:
1 11 12 18 21 22
Task 2- Internal and external stakeholder analysis
According to the power and interest of the stakeholders, they are placed in the stakeholder
matrix (Marcotte et al. 2021).
Government Project sponsor, Project Manager
High
Power
Suppliers, Costume/set designer HR manager, Operation manager, IT
Low
manager, Finance Manager,
Marketing manager
Low High
Interest
Figure 2: Stakeholder matrix
(Source: Created by Researcher)
The management team has the highest interest due to their responsibilities but their power is
lower than the project manager, and project sponsor (Damanpour et al. 2018). Government is
the external stakeholder which holds the highest power but low interest and that is opposite
for the suppliers.
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Stakeholde Internal / Power/ Communication
Impact
r External Interest Strategy
Project Internal High/High Approved tasks and Task start, finish, and
Sponsor allocate budget, progress report send via
invest in the mail. Physical and
project. weekly meeting to
discuss on decisions.
Project Internal High/High Monitor and lead Direct mail, regular
Manager the entire project meetings, and intranet
are the main method of
communication.
HR Internal Low/High Hire publicity Phone calls, physical
Manager director, set and online meeting
designer, train (Gustavsson, 2016).
crews, hire cast,
and crew
Operation Internal Low/High Hire place for Online and physical
Manager audition, hire meeting (weekly), and
orchestra, order phone calls.
costume, keep
continuous
workflow on site.
IT Manager Internal Low/High Enter information Through online
into the computer, meetings, and
and printing. conference per week.
Ensure technical
sustainability and
infrastructure.
Finance Internal Low/High Conduct financial Weekly conferences
Manager analysis, and keep and physical meeting
records of
expenditure
Marketing Internal Low/High Develop advertising Regular meeting with
manager plan, and project manager,
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advertising media operation manager,
activities, Work suppliers.
collaboratively with
publicity director.
Suppliers External Low/Low Timely supply of Communicated through
resources. phone calls, and mail
Costume/ External Low/High Design set and Regular meeting, phone
set designer costume calls and mail.
Governmen External High/Low Made rules and Contacted once for
t policies to work, approval.
and organize such
events
Table 1: Stakeholder analysis
(Source: Created by Researcher)
Task 3- Work breakdown structure and organizational structure related to the given
activities
Work breakdown structure or WBS helps the project manager to identify the allocated
duration of each tasks, subtasks that resulted in the total duration which must be within 101
days for this project (Burghate, 2018).
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Music Event
Project initition Hiring and training Site-Operations Resource colletion Project closure
1 2 3 4 5
Development of aim, Hiring Casts, crews, and
Cast reharshal Costumes Costumes reharsal
objectives, scope publicity director
3.1 4.1 5.1
1.1 2.1
Hire auditions place,
Cost approval Music Computers Orchestra reharsal
orchestra
1.2 3.2 4.2 5.2
2.2
Training for production Photograph and Advertising media and
Costume parade
crews biogrpahices collection plan
5.3
2.3 3.3 4.3
Record and input
Cmmuication devices Alternation
information in computer
4.4 5.4
3.4
Final performance and
Printing
proejct closure
3.5
5.5
Figure 3: Work Breakdown Structure
(Source: Created by Researcher)
After developing the WBS, the consultant produces the organizational structure for this
particular project. This will help the project manager to understand which reports to deliver
from whom according to head of a set of employees or head of the departments (George,
2020).
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Project
Manager/Proj
ect sponsor
Finance Operation Technical
HR Manager IT Manager
Manager Manager Manager
Back office Purblicity
Accountant 1 Crews Trainers
staff director
Acountatnt 2 Casts Designer Other staff Advertiser
Figure 4: Organizational structure
(Source: Created by Researcher)
Task 4- Risk matrix and risk analysis
There are different types of risks in a project and some of which might be positive. Positive
risks are healthy for a project for example, completing the project before time is an
uncertainty but save time and effort. Similarly, oversupply might be a problem to store the
resource but it ensures continuous flow of resources.
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Lack of skill, Lack in Project delay, Strikes,
manpower, Concert venue
High Communication issues,
Event Probability
unavailable, Crew/casts Process/policy changed,
unavailable, Individual Conflictions
Over supply, Absence of
Over cost, Absence of manager,
staff, Poor performance of
Project completed in budget,
Low
casts and crews, Poor
Technical issues, Infrastructure
costume design, Resource
issues, Legal problems,
requirement exceeds
Low High
Event Impact
Figure 5: Risk matrix
(Source: Created by Researcher)
In order to mitigate the negative risks and enhance or accept the positive risks, the project
manager required to identify and differentiate between the positive and negative risks
(Khameneh et al. 2016). This will be according to the types, and impact of the risks given in
the table.
Description of the
Probability / Strategy to deal with the
Risk risk
Impact risk
Negative / Positive
Lack of skill Negative High/Low Mitigate by hiring people
with skills and talent
Lack in Negative High/Low Exploit by hiring people
manpower required for the project.
Concert venue Negative High/Low Mitigate by hiring another
unavailable place as it is important to get
a venue
Crew/casts Negative High/Low Mitigate by ensuring
unavailable availability before one week
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and hire more than
requirement to avoid such
situation
Project delay Negative High/High Monitor starting and
completion time for each of
the tasks and follow the
shortest possible time
according to the network
diagram. Transfer the
information to the project
manager.
Strikes Negative High/High Listen to the problems of the
employees and ask HR
manager to solve those
problems.
Communicatio Negative High/High Mitigate the risk by developing
n issues a communication strategy and
following it.
Process/policy Positive High/High Avoid as this is done to
changed improvise and reach the
objective before time.
Individual Negative High/High Mitigate any confliction and
Conflictions ask employees to follow
organizational policies.
Over supply Positive Low/Low Enhance it but ensure big
place to store extra
resoruces.
Absence of Negative Low/Low Contact employees and
staff ensure they are present or
not else avoid if there is
enough manpower.
Poor Negative Low/Low Mitigate by focusing more
performance of on rehearsal as performance
casts and crews is ultimate to influence
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audiences
Poor costume Negative Low/Low Mitigate by designers as it
design impacted on performance
Resource Negative Low/Low Mitigate as it will increase
requirement cost. This can be done by
exceeds limiting wastage to a certain
amount say 5%.
Over cost Negative Low/Low Mitigate by monitoring cost
in each task as it might
resulted in project delay or
failure (Livesey, 2016).
Absence of Negative Low/High Mitigate by communicated
manager with the managers regularly
as it is a negative and high
impact at the same time.
Project Positive Low/High Enhance as it is good to
completed complete the project in low
below budget budget as much as possible.
Technical Negative Low/High Exploit by IT Manager as
issues effective communication
and event success remain on
this (Livesey, 2016).
Infrastructure Negative Low/High Mitigate as project success
issues remain on this
Legal problems Negative Low/High Mitigate as legal issues
might interrupt the project.
Table 2: Analysis of risks
(Source: Created by Researcher)
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Task 5- Quality expectation, acceptance criteria, quality specification, and control
measurements
a) Quality expectation
The project team must maintain a quality in selecting the venue for the project, performance
of the casts and their costumes. For example, a low-cost venue might not be appropriate for
such as big event (Yacob et al. 2017). The promotions and publicity must support high
quality to gain maximum amount funding.
b) Criteria
Some of the major criteria that could be accepted to ensure success of the project are:
180-200 audiences
15% audience provide funding
1500 contacts from media
18K GBP raise after the project within 6 months to 1 year.
c) Specification
Promotions, and effective working from the crews are expected as quality specification
(Ceptureanu et al. 2017). The project manager must share the detail of each programs in the
concert with internal and external stakeholders including the venue management team so they
can support the entire event.
d) Measurement to control
The marketing manager required to conduct a pre and post event survey to ensure the event
liked by most of the audiences. Some of the other measurements are identifying and
respecting the sponsors, and donators, number of tickets sold and generated revenue.
Task 6- Critical analysis of selected methodology with justification
Agile methodology is selected for this project as the methodology supports the complexities
of the project and help in simplification as well. Another advantage of using agile
methodology for the project is that, agile method of project management allows iterations that
means, the project manager can go back to any of the previous steps at any time and modify.
This provides power to change or modification as much as required.
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Figure 9: Agile method
(Source: Stoica et al. 2016)
On the other hand, waterfall model is simple but not flexible and scrum model is very
complex to understand and implement. Similarly, PRINCE2 can be implement as project
guideline but not as an entire project method. Moreover, the project is not required to
implement a universally accepted method as per the project objectives.
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References
Burghate, M., 2018. Work breakdown structure: Simplifying project
management. International Journal of Commerce and Management, 3(2).
Ceptureanu, E.G., Ceptureanu, S.I., Luchian, C.E. and Luchian, I., 2017. Quality
management in project management consulting. A case study in an international consulting
company. Amfiteatru Economic, 19(44), p.215.
Damanpour, F., Sanchez‐Henriquez, F. and Chiu, H.H., 2018. Internal and external sources
and the adoption of innovations in organizations. British Journal of Management, 29(4),
pp.712-730.
George, C., 2020. How Organizational Structures Affect Project Outcomes. International
Journal of Science and Research (IJSR) ISSN: 2319, 7064, pp.1553-1557.
Gustavsson, T.K., 2016. Organizing to avoid project overload: The use and risks of
narrowing strategies in multi-project practice. International Journal of Project
Management, 34(1), pp.94-101.
Khameneh, A.H., Taheri, A. and Ershadi, M., 2016. Offering a framework for evaluating the
performance of project risk management system. Procedia-Social and Behavioral
Sciences, 226, pp.82-90.
Livesey, P.V., 2016. Insights of project managers into the problems in project
management. Construction Economics and Building, 16(1), pp.90-103.
Marcotte, L.M., Staloff, J.A., Reddy, A. and Liao, J.M., 2021. The Primary Care Reform
Intervention Stakeholder Matrix: A Framework for Advancing Primary Care.
Nafkha, R. and Wiliński, A., 2016. The critical path method in estimating project
duration. Information Systems in Management, 5(1), pp.78-87.
Stoica, M., Ghilic-Micu, B., Mircea, M. and Uscatu, C., 2016. Analyzing agile development-
from waterfall style to Scrumban. Informatica Economica, 20(4).
Yacob, R., Rahmat, I., Saruwono, M. and Ismail, Z., 2017. Effects of uncertainty factors and
refurbishment projects performance in relation to leadership quality of project managers. J.
Build. Perform, 8, p.2017.
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