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The article discusses the project management of ensuring a clean and green London. It covers topics like methodology, work breakdown structure, organizational structure, and risk management. The article is relevant to BM522 Project Management CW1.

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PROJECT MANAGEMNET

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Table of Contents
INTRODUCTION...........................................................................................................................3
TASK-1............................................................................................................................................3
TASK-2............................................................................................................................................3
TASK-3............................................................................................................................................6
TASK-4............................................................................................................................................8
TASK-5..........................................................................................................................................10
TASK-6..........................................................................................................................................12
REFERENCES................................................................................................................................1
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INTRODUCTION
The aim of the project is to ensure a clean and green London.
Objectives:
ï‚· To ensure safe and clean road in terms of raising of attractiveness of the road.
ï‚· To raise the bus network across the London.
With these objective and aim it would be assumed that the London would drive a clean and green
city. Bus network would be raised lead to decrease in pollution.
TASK-1
The chosen methodology with respect to the project is waterfall methodology. This is
because with the aspect of waterfall methodology every task of the project would be able to get
an equal approach and consideration so that focus would be lied over every activity that would
lead to raise the chances of the success of the project. Waterfall technique would lead to have a
linear progression right from the beginning to the end so that every aspect of the project would
be meet and approached (Pace, 2019). With this technique the end outcome of the project would
be justified and achieved. In the same way it will lead to have better controlling which would
reduce the chances of mistakes. However, on the other hand it would lead to raise the costing and
time element of the project. Since no later stage of the project would be completed without the
completion of the previous stage so this will lead to raise the time of completion of the project
(Ajam, 2018).
The reason behind the choosing of this methodology is related with the aspect of making a
check on every activity of the project. in the same way through Waterfall methodology each
activity and phase in relation with the project would be able to get analysed. This will lead to
raise the chances of the success of the project.
TASK-2
Task Name Duration Start Finish Predecessors Early Start Early Finish Late Start Late Finish
Approval of
the budget 1 day Tue
10/26/21
Tue
10/26/21
Tue
10/26/21
Tue
10/26/21
Tue
10/26/21
Tue
10/26/21
Hire the
publicity
14 days Wed
10/27/21
Mon
11/15/21
1 Wed
10/27/21
Mon
11/15/21
Wed
10/27/21
Mon
11/15/21
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director
Hire the set
designer 14 days Wed
10/27/21
Mon
11/15/21 1 Wed
10/27/21
Mon
11/15/21
Mon
1/10/22
Thu
1/27/22
Hiring For
Auditions 7 days Tue
11/16/21
Wed
11/24/21 2 Tue
11/16/21
Wed
11/24/21
Tue
11/16/21
Wed
11/24/21
Advertising to
hire crew and
cast
7 days Thu
11/25/21
Fri
12/3/21 4 Thu
11/25/21
Fri
12/3/21
Thu
11/25/21
Fri
12/3/21
Hire the
production and
publicity crew
28 days Mon
12/6/21
Wed
1/12/22 5 Mon
12/6/21
Wed
1/12/22
Tue
12/21/21
Thu
1/27/22
Set designed
and built 42 days Thu
1/13/22
Fri
3/11/22 3,6 Thu
1/13/22
Fri
3/11/22
Fri
1/28/22
Mon
3/28/22
Training of
production
crew
12 days Thu
1/13/22
Fri
1/28/22 3,6 Thu
1/13/22
Fri
1/28/22
Fri
3/18/22
Mon
4/4/22
Auditions to
hire the cast 2 days Mon
12/6/21
Tue
12/7/21 5 Mon
12/6/21
Tue
12/7/21
Mon
12/6/21
Tue
12/7/21
Rehearsal of
the cast 84 days Wed
12/8/21
Mon
4/4/22 9 Wed
12/8/21
Mon
4/4/22
Wed
12/8/21
Mon
4/4/22
Hiring of
Orchestra 7 days Wed
10/27/21
Thu
11/4/21 1 Wed
10/27/21
Thu
11/4/21
Fri
1/28/22
Mon
2/7/22
Music 7 days Fri
11/5/21
Mon
11/15/21 11 Fri
11/5/21
Mon
11/15/21
Mon
3/21/22
Tue
3/29/22
Photograph
cast and crew
and collect
biographies
35 days Thu
1/13/22
Wed
3/2/22 6,9,11 Thu
1/13/22
Wed
3/2/22
Tue
2/8/22
Mon
3/28/22
Enter
information in
computer
1 day Thu
3/3/22
Thu
3/3/22 13 Thu
3/3/22
Thu
3/3/22
Tue
3/29/22
Tue
3/29/22
printing 5 days Fri 3/4/22 Thu
3/10/22 14 Fri 3/4/22 Thu
3/10/22
Wed
3/30/22
Tue
4/5/22
Development
of
advertisement
plan
7 days Thu
1/13/22
Fri
1/21/22 6 Thu
1/13/22
Fri
1/21/22
Fri
2/25/22
Mon
3/7/22
Advertising the
media 21 days Mon
1/24/22
Mon
2/21/22 16 Mon
1/24/22
Mon
2/21/22
Tue
3/8/22
Tue
4/5/22
Rehearsal of
Orchestra
Advertising
media
4 days Tue
11/16/21
Fri
11/19/21 12 Tue
11/16/21
Fri
11/19/21
Wed
3/30/22
Mon
4/4/22
Order 7 days Wed Thu 9 Wed Thu Fri Mon

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costumes and
dresses 12/8/21 12/16/21 12/8/21 12/16/21 3/18/22 3/28/22
Costume
parade and
alterations
5 days Mon
3/14/22
Fri
3/18/22 7,19 Mon
3/14/22
Fri
3/18/22
Tue
3/29/22
Mon
4/4/22
Dress rehearsal 1 day Tue
4/5/22
Tue
4/5/22 8,10,18,20 Tue
4/5/22
Tue
4/5/22
Tue
4/5/22
Tue
4/5/22
Performance 10 days Wed
4/6/22
Tue
4/19/22 15,17,21 Wed
4/6/22
Tue
4/19/22
Wed
4/6/22
Tue
4/19/22
Gantt chart for the event:
Network diagram for event:
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Po
wer
From the above chart it can be said that the critical path is:
= 1 days+ 14 days+7 days+7 days+2 days+84 days+1 day+ 10 days
= 126 days
This is because it is the shortest distance and direction in respect to the completion of the project
(Soe and Htike, 2018).
TASK-3High Government Managers, Suppliers, Board members
Low Employees, coordinators, General
public Owner , Investors, Creditors
Low High
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Interest
Stakeholders are the group of people that have an interest towards the project and also possess
power that they may affect the project.
Stakeholder Internal /
External
Amount of
Power/Interest
The
stakeholder
has
How the stakeholder
affect or being
affected by the
project
Communication
Strategy
Employees Internal Low interest
and power
They would affect in
terms of making it day
and non-performance
of the work
Formal or
informal
communication
through meeting
Coordinator Internal Low interest
and power
May affect the
working of project
Formal or
informal
communication
with meeting
General
public
External Low interest
and power
May affect the project
in terms of non-
acceptance
Informal
communication
through print
media or other
ways (Alvarez
and Sachs, 2021)
Government External High power and
low interest
May affect the project
with rules and
regulations
No
communication
except
compliance
Owner Internal High interest
and power
May affect the project
or change the project
Formal
communication
through meeting
Investor External High power and
interest
(Chyhryn and
et.al., 2020).
May affect the project
by stop funding
Formal
communication
through business
meeting
Creditors External High interest
and low power
May affect by stop
returning back the
funds
Formal
communication
through meeting
Manager Internal High power and May alter the project Formal meeting

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interest guideline is used for
communication
supplier External High power and
low interest
May affect in terms of
stopping the supply of
material
Formal
communication
through meeting
Board
member
Internal High power and
interest
Affect by altering the
project
Only formal
communication
in meeting
(Derakhshan,
Turner and
Mancini, 2019
).
As per the above table and matrix it can be said that the project manager must be cautious
towards those stakeholders who may impact the project at an extensive scale.
TASK-4
WBS (work breakdown structure):
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Work breakdown structure can be defined as a structure that would lead to have a
division of the activities related to the project (Al-Kasasbeh, Abudayyeh and Liu, 2020). Wirth
the adoption of WBS in project it can be made accomplished in an effective manner.
Organizational structure:
Music
Event
Budget
approva
l
Hiring
personn
el
Pre-
event
activitie
s
Hiring of
designer
Hireling of
production
and
publicity
crew
Set
designed
and built
Train
producti
crew
Advertis
ing to
hire
executiv
coordina
tors
Hiring of
Publicity
directors
Cast
rehearsal Music
Audition
s to hire
cast
Hire
Orchestr
a
Photograph
cast and
crew and
collect
biographie
s
Executio
n of
informat
ion in
compute
r
Developi
ng
advertise
ment
plan
printin
g
Adverti
sing
media
Use
social
media
Orderi
ng
costum
es
Perfor
mance
Costume
parade
and
alteratio
ns
Dress
rehears
al
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Event Probability
As per the above the structure It would be right to state that the structure of the organization
is hierarchical. As per this structure a hierarchy is set so that activities and flow of information
would be made in the desired direction (Joseph and Gaba, 2020).
TASK-5
High Issues regarding security,
controlling, violence,
inadequate barricades
Inadequate sitting arrangement,
High Noise level, drinking and
exploitation, un-trained staff,
inappropriate lighting issues,
over forcing of human resource,
Event director
Venue coordinator
(Booking of venue,
Setting up of the team,
Risk management team,
Event communications)
Program coordinator
(Publishing work,
entries of participants
and personnels, event
flow)
Official coordinator
(Security, Marshal,
Ceremony)
Accounting Human resources
(HR) department
Managing of
finance Budgeting

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Event Impact
Low Draught, rain, injuries,
Natural calamity
Risk regarding finance, lack of
supplier’s support, management
related risk, high costing, high
time, event risk,
Low High
Risk Risk description Probability or
Impact Strategy to deal with
Financial risk Risk related wit funds High impact Avoid with proper planning
Natural
calamity
Act of nature or God High impact Accept because it can’t be
controlled
Injuries Injuries during the
event
Low impact Avoid with taking of
precautionary measures
Inadequate
barricades
Risk regarding
security
High impact Avoid with proper security
arrangement
Rain Natural calamity High impact Avoid with making of proper
arrangement
Inadequate
lighting
Lights as an important
part of the event
High impact Mitigate with making
additional lighting
High cost Cost o9f the event
would be raised
High impact Avoid with cost cutting and
proper planning
More time Time would be raised
with the performance
High probability Mitigate with proper planning
Security
issues
Issue including
disturbance and
related aspects
High impact Mitigate with additional
arrangement
High noise
level
Risk regarding the
noise issues
High probability Mitigate with the use of good
quality sound
Untrained
staff
Issue may arise in
terms of arrangement
High impact Mitigate with training
Drinking and
exploitation
Audience related issue High impact Mitigate with proper checking
Over force It is a issue related
with over staffing
High impact Mitigate with adequate
planning and recruitment
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(Willumsen and et.al., 2019).
Issues related
with
management
Lack of planning or
other issues
High impact Mitigate with organization
and goal clearance
Inadequate
sitting
Issues regarding the
sitting of the audience
High impact Mitigate with additional
support and arrangement
Violence Creation of nuisance Low probability Mitigate with tight security
Draught Issue related with
natural calamity
Low probability Accept because of natural
issue
Lack of
support of
supplier
Issue related with
supplier
High impact Mitigate with proper
communication (Dandage and
et.al., 2018).
Event risk Related with the
issues of event
Low probability Mitigate with effective
planning
controlling Issues related with
quality check
High impact Mitigate with planning and
checking
TASK-6
Quality expectation:
The quality of the event would be maintained with respect to meeting the objectives of
the event. In the same way with the enabling of positive and healthy entertainment the quality
would be maintained.
Acceptance criteria:
The acceptance would be made with respect to the meeting of the objectives. In the same
way it is to be kept considered that the acceptance of the project would be depend only if it
would be able to meet the expectation of the customers in terms of enabling positive
entertainment.
Quality specification:
The quality would be ensured in terms of making consideration towards the providing of
the quality food to the customers. In the same way the quality aspect would also ensure that the
intangible aspects including the brand image and others would be meet.
Measures to control:
Controlling would be done with the mode of making a comparison with the standard.
This means it would include the determination of the deviation and taking of corrective actions.
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REFERENCES
Books and journals
Ajam, M.A., 2018. Project management beyond waterfall and agile. Auerbach Publications.
Al-Kasasbeh, M., Abudayyeh, O. and Liu, H., 2020. A unified work breakdown structure-based
framework for building asset management. Journal of Facilities Management.
Alvarez, S. and Sachs, S., 2021. Where do stakeholders come from?. Academy of Management
Review, (ja).
Chyhryn, and et.al., 2020. Stakeholders of green competitiveness: Innovative approaches for
creating communicative system.
Dandage, and et.al., 2018. Analysis of interactions among barriers in project risk
management. Journal of Industrial Engineering International. 14(1). pp.153-169.
Derakhshan, R., Turner, R. and Mancini, M., 2019. Project governance and stakeholders: a
literature review. International Journal of Project Management. 37(1). pp.98-116.
Joseph, J. and Gaba, V., 2020. Organizational structure, information processing, and decision-
making: a retrospective and road map for research. Academy of Management
Annals. 14(1). pp.267-302.
Pace, M., 2019. A Correlational Study on Project Management Methodology and Project
Success. Journal of Engineering, Project & Production Management. 9(2).
Soe, P.H. and Htike, T.M., 2018. Critical path analysis programming method without network
diagram. In MATEC Web of Conferences (Vol. 192, p. 01027). EDP Sciences.
Willumsen, and et.al., 2019. Value creation through project risk management. International
Journal of Project Management. 37(5). pp.731-749.
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