Project Management for Charity Ball

The assignment requires a student to plan and execute a charity ball event, including managing stakeholders, taking care of guests, and handling limitations such as budget constraints and unexpected changes. The project management team is responsible for ensuring the successful completion of the event within the given time frame and budget.

Running head: PROJECT MANAGEMENT FOR CHARITY BALL
PROJECT MANAGEMENT FOR CHARITY BALL
Name of the Student:
Name of the University:
Author Note:

1PROJECT MANAGEMENT FOR CHARITY BALL
Project Description
The project management team of Singapore University of Social Sciences has been
asked to organize a charity ball to raise money for SPCA. However, the budget and the time frame
and the guest list will be provided by the SPCA. The event will take place on 28th December, 2018 at
SPCA office, 50 Sungei Tengah Road. The theme of the event, decided by the project management
team is “PAW PRINTS”. There will be entertaining events as well as the constructive discussions
about the protection of animals and birds.
Objective:
The object of this project management paper is to propose or arrange a proper plan in order to
carry out the entire charity ball properly (Todorović et al.,2015). The arrangement includes different
events like- inviting the guests according to the list provided, arranging the distribution of the tickets
to the interested people to come to the event, marketing for the promotion of the event, arranging the
lunch for the guests coming to the event.
Stakeholders:
The stakeholders are the persons who are directly and indirectly involved with the event
(Snyder,2014). The list of possible stake holders is given below along with the number of
stakeholders.
Name of the stakeholders Involvement with the event Numbers
SPCA The main promoter of the event Total members 34
Singapore University of Social In charge of event planning. Total member in the team 10.

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Sciences
Guests Will attend the event through
the invitation of SPCA
Total numbers of the guest in
the list -30
People attending the event Interested people will attend the
event by buying the tickets
Cannot be determined at the
initial stage of the arrangement.
It can be assumed that
approximately 100-150 people
will come to attend the event.
However, the final numbers can
be figured out after the closing
of the selling of tickets.
PROJECT INITIALIZATION:
In this stage the members of the Singapore University of Social Science will decide the
blueprint of the project along with the distribution of the tasks among the 10 members of the team
will be decided (Golini, Kalchschmidt & Landoni, 2015). The structure or the approach for the
compilation of the project, which is best suited for the event will be decided. In this case a dedicated
project team will be in charge of organizing the event.
PROJECR PLANNING:
In this phase the planning regarding the steps of the project is done. The factor those are
needed to be considered are the estimated cost of the project, the time window required to complete
the project, and comparing the actual cost with the estimated budget of the project (Bucero &

3PROJECT MANAGEMENT FOR CHARITY BALL
Englund,2015). The estimated budget has been mentioned by the SPCA and the event is needed to be
organized on 28th December2018. The main challenge is to make all the arrangements properly on
that specific day along with maintain the budget.
PROJECT EXECUTION:
In case of execution of the event, the risk associated with the event will be discussed
(Badewi, 2016). The estimated ticket will be released is 150.Identification the preferences of food for
individual guests and their accommodation and planning of the event routine are also important
(Kucharska & Kowalczyk, 2016). The response of development can be done by assessment of these
identified issues.
PROJECT MONITORING AND CONTROL:
In this phase the members of team are needed to observe that the happening of all the events
in charity ball is conducting in a sequential manner. In case, any mismanagement happens, the
control over the situation is needed to be handled by the team.
CLOSING OF THE PROJECT:
The closing of the project will happen with the successful happening of the charity ball.
Critical Success Factors:
There are various factors on which the success of the event depends.
 Time: All the arrangements of the project are needed to be finished in a timely order. The
time for the modification of the event is needed to be kept.

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 Clarity in the objective: The requirements need to be clear for both the client and the project
management team. In this case a meeting can be arranged between the client and the project
management team can be arranged.
 Managing stakeholders: The requirements of all the stakeholders are needed to be taken into
account. The purpose is to fulfill expectations of the client as well as the people who are
attending the event.
 Taking care of guests: The guests are the honorable participator of the event. Special
treatment and taking care of their needs is necessary.
Limits and exclusion:
The team from the Singapore University of Social Science is trying the best for the proper
arrangement of the event (Mir & Pinnington,2014). Though there are certain limitations.
 All tasks in the project may not finish in time granted.
 The estimated cost may not be enough for the execution of the event.
 The number of people attending the event is not known to the project management team
(Correa,2016). In this case the number of people attending the event may exceed the number
of tickets printed.
 Sudden major changes in the event within a short time span may not be possible for the
project implementers.
 Proper promotion may not be done within the small budget.
Project management team is not responsible for any dispute in the fund collected by the SPCA,
as it will be considered as their internal problem.

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References
Bucero, A., & Englund, R. L. (2015, October). Project sponsorship: Achieving management
commitment for project success. Project Management Institute.
Correa, A. (2016). Project management in architectural practices: project success factors in
building design processes.
Golini, R., Kalchschmidt, M., & Landoni, P. (2015). Adoption of project management practices:
The impact on international development projects of non-governmental
organizations. International Journal of Project Management, 33(3), 650-663.
Kucharska, W., & Kowalczyk, R. (2016). Trust, Collaborative Culture and Tacit Knowledge
Sharing in Project Management–a Relationship Model.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), 202-217.
Snyder, C. S. (2014). A guide to the project management body of knowledge: PMBOK (®)
guide. Project Management Institute: Newtown Square, PA, USA.
Todorović, M. L., Petrović, D. Č., Mihić, M. M., Obradović, V. L., & Bushuyev, S. D. (2015).
Project success analysis framework: A knowledge-based approach in project
management. International Journal of Project Management, 33(4), 772-783.
Badewi, A. (2016). The impact of project management (PM) and benefits management (BM)
practices on project success: Towards developing a project benefits governance
framework. International Journal of Project Management, 34(4), 761-778.