QUESTION

 

 

 

 

ANSWER

 

 

FUNDAMENTALS OF PROJECT MANAGEMENT

Table of Contents

II. Executive summary:

1. Overview of the project:

This report is aimed to develop a project management plan for a sports tournament that is going to be organized at Edenz College. Project management team will communicate with the key stakeholders of the project and will the shareholders for approval of the project. Apart from that, a proper strategic planning will be done to drive the project successfully. The management team will use proper technique to analyse the techniques of assessing risks. Moreover, risk mitigation plan will also include in this project.

2. Planning techniques of project development:

Project planning should be done precisely. As stated by Papke-Shields & Boyer-Wright (2017), strategic planning is based on competitive theories that can help an organization to achieve the objectives of the project management plan. PMBOK is a project management method that can break the project work in five steps. As per the PMBOK guidelines, the project plan will be executed following the techniques named, initiating, planning, executing, controlling and closing.

3. Tools and techniques for initiation and closing:

Project initiation phase can be considered as the most crucial phase of a project management plan. In this phase, the lifecycle and deliverables are decided. Among the entire phases project planning can be considered as the most important step (Tesfaye et al. 2017). In that aspect, as an initiation tool, Google docs can be used. Another effective tool that has used in this project is Gantt Project (Sharon & Dori, 2017). For closing the project data analysis is one of the most important parts.

4. Negotiation skills to achieve project objectives:

In order to drive a project successfully project management team has good negotiation skill. In order to develop this project plan for a football tournament, the management team should have the ability to set the goals and limits of the project. They need better communication skills and have to control their emotional state while working in a team.

III. Definition of the project

1. Objective, rationale and project deliverables

Objectives of the project are

• To raise fund to donate
• To raise awareness of sports
• To attract young people

This project is aimed to increase awareness of sports among young people. In this current age young generation are getting engaged in technology-based lifestyle. In this aspect, this project is focused to attract young people to play football. Apart from that, it is a fundraising project too. Collected fund will be donated to an orphanage home.

Key deliverables of this project are to increase the awareness for sports among young generation along with implementing a social impact.

2. Roles of stakeholders and team members

In order to develop a project plan, stakeholders and team members can play a key role. As opined by Lin, Ho & Shen. (2017), stakeholder can influence the project plan and help the team members in decision making. The key stakeholders of a football tournament are, the participants, the spectators, sports governing bodies and the investors. As it is football tournaments, the participants and the spectators are the major stakeholders as without them the project cannot be completed. The sport’s governing body has the authority to approve the project plan and the money need for the tournament will be supplied by the investors. The project management team members are responsible for organizing the event and approaching the stakeholders to involve in the project.

3. Project organizational chart:

Figure 1: Project organisational chart

(Source: influenced from pmi.org, 2019)

4. Life cycle of the project

	Days
Football Tournament	78 (total)
Project Initiation	16
Complete Kickoff Party	1
Launch Event Website	4
Contact teams	10
Announce Final Brackets	1
Project Planning and Implementation	30
Recruit Referees	3
Arrange Venues	5
Plan Fixtures	5
Pursue Sponsorships	4
Conduct Promotion	10
Print and Sell Tickets	3
Project Execution	17
Organise Events	1
Complete First Round of Games	7
Complete Second round	7
Crown tournament champions	1
Announce other winners	1
Project Monitoring	4
Tracking events during tournament	1
Checking any issues during events	1
Checking weather reports and changing fixtures	1
Maintaining a Contingency plan	1
Project Closure	11
Give payments to referees	1
Reach 50% of donation goal	5
Reach 100% of donation goal	4
Close the project	1

Table 1: Life cycle of the project

(Source: influenced by Stout et al. 2018)

IV. Application of project management planning techniques

1. Project scope

Scope description:	Increasing awareness among the young generation for sports Raising fund for donation
Acceptance criteria	This project is required to be accepted by the sport’s governing body. Apart from that, the investors of the project have to approve the plan and invest money. Team members have to convince the students to participate in the tournament.
Constraints	The management team might not get enough funds to donate. Investor might not show any interest in this kind of project. Teams might not be prepared to participate in a fundraising tournament (as influenced by Othman, Shafiq & Nuruddin, 2017).
Assumptions	Financial assumption: All the teams will pay $150 as an entry fee within the scheduled time. Investors will appreciate the plan and involve spontaneously. Personnel assumption: Students of the universities will show interest in this project. The sport’s governing body will allow the management team to execute the plan. The project will be approved by all the key stakeholders.

Table 2: Project scope

(Source: influenced form news.ibqmi.org, 2019))

2. Project schedule plan

[Refer to Appendix 1]

3. Cost and budget estimation

Objectives	Budget
Location rental	2500 $
Equipment	1350 $
Lights	400$
Security	525$
Prizes	1500$
Advertisement	2500$
Meetings	300$

Table 3: Project budget

(Source: influenced from umsl.edu, 2019)

4. Human resource plan

Human resource is one of the most important things in order to develop a project management plan. As this project is focused to develop a fundraising football tournament, several human resource executives are required to execute the different part of the project plan. The project manager is responsible to supervise the overall project management plan. He is the key personnel who have the authority to approve the project plan.

The operational director will manage the performance of the team managers. They will check the day to day activities and growth of the project. The fundraising coordinators will be responsible to engage all the stakeholders and approaching the investors to invest in the tournament (as influenced by Kianto, Sáenz & Aramburu, 2017). They will be responsible to organise all the fundraising activities.

The compliance manager will be responsible to determine if there is any aspect of the project is in violation of the agreements with the authority.

The financial manager will look after the budget of the project. He will be responsible to identify the expenses of the project and according to that budget approach the investors.

5. Communication to stakeholders

Message	Description	Audience (stakeholders)	Method	Frequency	Sender
Kickoff Meeting	To discuss the project plan	All stakeholders	Face to face communication	Once	Project manager
Project charter	Approval to start the project	Managers of the project	E-mail Social media	Once	Management head
Project Scope statement	Describing the project budget, time scheduling, and resources	All stakeholders	Sending softcopies via e-mails and social media	Once	Project manager
Project risk management plan	Identifying the risks and mitigation plan	Managers	Face to face meetings	Once	Project manager
Event awareness	Promoting the tournament to raise awareness and attract participants	Media, participants, and outlets	Social media, Newspaper Media and leaflets	Daily	Marketing manager
Event finalization	Finalizing the tournaments schedule and other plans	Participants, managers, volunteers	Conversation over phone, e-mails, and websites	Once	Operations director
Day 1 result of the tournaments	Producing the results of the 1st day and preparing the schedule of the 2nd day	Participants, team managers, and volunteers of the tournaments	Face to face conversation and phone calls	once	Event organisers
Final event	Reports of the final match, winning celebration, reports of the donation amount	All the key stakeholders	Face to face communication	Once	Event organisers
meeting	Project growth review	Team members	Face to face communication, social media, phone calls	As per requirement	Project manager
Tournament winner	Information about the winning team and prize distribution	Important stakeholders	Phone calls	As per requirement	sponsor
Project termination	Ending the project, releasing the stakeholders	All key stakeholders	Face to face communication	Once at the end	Project manager

Table 4: Communication plan

(Source: influenced from umsl.edu, 2019)

6. Procurement plan

The project plan will require procurement contracts from different vendors. The future of the project is depending on the skills and ability of the management team to procure all the materials of the project. The suppliers will be approached to supply the equipment need for the tournament along with the jerseys of the player, food and other additional requirements. As this is a fundraising project and this project has a social aspect, student and faculties of Edenz College must design the project in a way that can attract the investors (as influenced by Di Maddaloni & Davis, 2017). They have to be strategic to decrease the budget of the sponsors in order to influence them to invest money in this project.

7. Identification and managing risk

Identifying the risk of a project is an essential part of the project. As opined by Sgouras et al. (2018), the key factors of a risk management plan of a project include identification, qualification, monitoring, and controlling of the risk. In order to identify the risk, a risk register can be maintained by the project management team. In this project, the management team will prepare a risk breakdown structure that will help to categorize the risk. These risk breakdown structure will include, brainstorming, assumptions and constraints, interviews and historical information. Required information to analyze the risks will be collected from previous projects for football tournaments and fundraising.

8. Stakeholder management

Stakeholders are the key personnel in a project management plan. The project work cannot be continued without the participation of the stakeholders. Therefore, stakeholder management plan includes,

• Identifying the key stakeholders: The project management team will identify their key stakeholders and will approach them to involve in the project.
• Seeking feedback from the stakeholders: The project managers will approach the stakeholders and request them to provide their feedback on the project. This can help the project management team to identify the growth of the project along with identification of upcoming risks (as influenced by Parent, 2017)
• Incorporate the feedbacks in the project plan: The project management team will incorporate the feedback from the stakeholders in their project management plan to improve their project work.
• Report back: The project management team will communicate with the stakeholders on a regular basis to inform them about the progress of the project. They will inform the stakeholders by organizing meetings or using other communication media.

9. Quality planning

In order to maintain the quality of the project, the management team will monitor the project on a regular basis. Proper communication with the stakeholders and the team members will help the management team to identify the loopholes of the project and maintaining the quality of the project.

10. Control change

In order to change the project plan in between the project progress, the management team will have to prepare a proper document of the required change of the project. In that document, they will mention the need for the change and it’s important. The change document will send to all the key stakeholders and the change will be implemented with the approval of stakeholders.

V. Application of project management knowledge, tools, and techniques

1. Project initiation:

Google docs and Gantt project can be used as a project initiation tool for this project. Google docs can help the management team in creating a project charter including the requirements of the project. Gantt project tool can help the management team to develop the Gantt charts that help to design the project time table.

2. Project execution

Execution of a project plan can be considered as the most difficult part of a project management plan. In this aspect, management team of this project plan will involve the team members and project managers with high skill. The managers should have proper knowledge about organizing a football tournament. Apart from that, they have to be skilled enough in fundraising activity. The project will be monitored using advanced technologies.

3. Monitoring and controlling the project

Project monitoring can be done using several tools and techniques. In order to monitor the time schedule of the project, Gantt charts have used (Thorat et al. 2018). It is an effective tool for scheduling the project and setting the dependencies of the project. Email alerts have used to notify the team about their upcoming task and schedule changes (Stout et al. 2018). Apart from that reporting software has used to record the data of day to day work.

4. Closing the project

For closing the project a data analysis tool has used by the organizers. This tool has helped them to analyze the management data and regression data. The project closing tools have helped the project managers to analyse the effectiveness of the project and if the project has met their objectives of the project (as influenced by Kivilä, Martinsuo & Vuorinen 2017). Therefore, data analysis technique can help a project plan to identify the success of the project. Moreover, the students and faculties of Edenz College have analyzed the effectiveness of fundraising activities in this section.

VI. Application of negotiation understanding and skills to achieve a win-win solution

1. Issues during the project

The major issue that was encountered during the project is communication problem among the team members. The project manager faced problems in collaboration between different members as they lacked a proper shared vision. According to Muriana & Vizzini (2017)), lack of proper communication slows down the progress of the project and often leads to termination as well. Team members are required to be tailored with proper job training so that they can ensure the success of the project. Similarly, Edenz College students seemed to lack proper communication that seemed to delay the project tasks.

Another challenge that was faced by the project organisers was finance management. Though it is a fundraising program for donating to a child care home, the organisation of the vent required a considerable amount of cost. Arranging for this had been a huge issue for the members as most of the involved members are students and not paid workers. There had been extreme difficulty in finding sponsors for the tournament. As the project did not have a proper promotional plan, it failed to attract sponsors.

2. Negotiation strategies to resolve the issues

In order to overcome the first challenge, one of the faculty members of the university (Project Manager) established a new communication plan whereby meeting was organized between classes to communicate the issues to the members. In addition, rewards were also promoted for these students who would manage the project efficiently and help in the fundraising program.

The second challenge was solved by one of the students who had the knowledge of website development. An attractive and informative website was developed for promoting the project among the sponsors (as influenced by Lu, Huang & Duan, 2017). The details of the tournament expected outcomes, and estimated exposures were clearly stated. Even few of the sponsors were contacted personally and explained about the need and cause of the tournament. This helped in attracting sponsors who were less interested until then.

VII. Conclusion

1. Outcome of the project

This project can be concluded as successful. The aim of the project was fundraising through a foot tournament. Apart from that, another objective of this project was to attract the young generation in sports. At the end of the project, it has seen that the collected fund has met the assumed amount. The collected fund has been handed over to the orphanage home. Therefore, it can be concluded that the outcome of the project is quite satisfactory.

2. Recommendation

This project can be executed in a better way if the project plan was developed taking enough time. The project management team was in a little bit hurry because of lack of time. Another important thing that should be taken under consideration while developing a project plan is the compatibility of the project plan. The management team could do more research before doing the plan. This plan could be done in a more strategic way.

VIII. References

Books

Cleden, D. (2017). Managing project uncertainty. Abingdon, United Kingdom: Routledge.

Kerzner, H., & Saladis, F. P. (2017). Project management workbook and PMP/CAPM exam study guide. Hoboken, New Jersey, United States: John Wiley & Sons.

Journals

apke-Shields, K. E., & Boyer-Wright, K. M. (2017). Strategic planning characteristics applied to project management. International Journal of Project Management, 35(2), 169-179. Retrieved from: https://fardapaper.ir/mohavaha/uploads/2017/10/papkeshields2017.pdf

Di Maddaloni, F., & Davis, K. (2017). The influence of local community stakeholders in megaprojects: rethinking their inclusiveness to improve project performance. International journal of project management, 35(8), 1537-1556. Retrieved from: https://fardapaper.ir/mohavaha/uploads/2017/11/The-influence-of-local-community-stakeholders-in-megaprojects-Rethinking-their-inclusiveness-to-improve-project-performance.pdf

haron, A., & Dori, D. (2017). Model‐Based Project‐Product Lifecycle Management and Gantt Chart Models: A Comparative Study. Systems Engineering, 20(5), 447-466. Retrieved from: http://esml.iem.technion.ac.il/wp-content/uploads/2017/06/A.Sharon_D.Dori_Model-Based-Project-Product-Lifecycle-Management-and-Gantt-Chart-Models.pdf

Kianto, A., Sáenz, J., & Aramburu, N. (2017). Knowledge-based human resource management practices, intellectual capital and innovation. Journal of Business Research, 81, 11-20. Retrieved from: https://pdfs.semanticscholar.org/8347/989487daa1b69c6ba2457d14e1827c939a33.pdf

Kivilä, J., Martinsuo, M., & Vuorinen, L. (2017). Sustainable project management through project control in infrastructure projects. International Journal of Project Management, 35(6), 1167-1183. Retrieved from: https://paperdownload.me/wp-content/uploads/2017/12/6208-sustainable-project-management-project-control-infrastructure-projects.pdf

Lin, X., Ho, C. M., & Shen, G. Q. (2017). Who should take the responsibility? Stakeholders’ power over social responsibility issues in construction projects. Journal of cleaner production, 154, 318-329. Retrieved from: http://ira.lib.polyu.edu.hk/bitstream/10397/69925/1/Lin_Xue_2017b.pdf

Lu, F., Bi, H., Huang, M., & Duan, S. (2017). Simulated annealing genetic algorithm based schedule risk management of IT outsourcing project. Mathematical Problems in Engineering, 2017. Retrieved from: http://downloads.hindawi.com/journals/mpe/2017/6916575.pdf

Mihalache, A. (2017). Project management tools for agile teams. Informatica Economica, 21(4), 85-93. Retrieved from: http://revistaie.ase.ro/content/84/07%20-%20mihalache.pdf

Muriana, C., & Vizzini, G. (2017). Project risk management: A deterministic quantitative technique for assessment and mitigation. International Journal of Project Management, 35(3), 320-340. Retrieved from: https://pdfs.semanticscholar.org/c8c4/e1c8c9bdd3e0e2ccb31791a55b2f71298522.pdf

Othman, I., Shafiq, N., & Nuruddin, M. F. (2017, December). Quality planning in Construction Project. In IOP Conference Series: Materials Science and Engineering (Vol. 291, No. 1, p. 012017). IOP Publishing. Retrieved from: https://iopscience.iop.org/article/10.1088/1757-899X/291/1/012017/pdf

Sgouras, K. I., Dimitrelos, D. I., Bakirtzis, A. G., & Labridis, D. P. (2018). Quantitative risk management by demand response in distribution networks. IEEE Transactions on Power Systems, 33(2), 1496-1506. Retrieved from: http://users.auth.gr/labridis/pdfs/Paper%2063.pdf

Tesfaye, E., Lemma, T., Berhan, E., & Beshah, B. (2017). KEY PROJECT PLANNING PROCESSES AFFECTING PROJECT SUCCESS. International Journal for Quality Research, 11(1). Retrieved from: http://d.researchbib.com/f/7nq3q3YzydpKVhozI0Y2ciqKWhLJjiqwRkYJ4kYmRjYaOxMt.pdf

Thorat, A., Rahate, S., Jaiswal, I., & Gadhave, H. (2018). A Proposal for Final Year Project Monitoring and Assessment System. Retrieved from: http://ijsrcseit.com/paper/CSEIT1833261.pdf

Online articles,

Parent, M. M. (2017). The organizing committee’s perspective. In Routledge handbook of sports event management (pp. 61-82). Routledge. Retrieved on: 1^st February 2019 from: https://www.routledgehandbooks.com/doi/10.4324/9780203798386.ch3

Stout, A., Wood, S., Namagembe, A., Kaboré, A., Siddo, D., & Ndione, I. (2018). Designing a global monitoring system for pilot introduction of a new contraceptive technology, subcutaneous DMPA (DMPA-SC). Evaluation and program planning, 68, 185-193. Retrieved on: 1^st February 2019 from: https://www.sciencedirect.com/science/article/pii/S0149718917302537

Websites

news.ibqmi.org (2019). Five Challenges faced by Project Managers. Retrieved on 3rd March 2019 from https://news.ibqmi.org/five-challenges-faced-by-project-managers

pmi.org (2019). Programme management initiation. Retrieved on 2nd March 2019 from https://www.pmi.org/learning/library/program-management-initiation-10176

umsl.edu (2019). Project Management: Tools & Techniques. Retrieved on 3rd March 2019 from http://www.umsl.edu/~sauterv/analysis/488_f02_papers/ProjMgmt.html

IX. Appendices

Appendix 1: Project Schedule

 

 

 

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