Project Management for G&S Society's 40th Anniversary

This report provides a project management plan for the G&S Society's 40th anniversary event, including a network diagram, stakeholder analysis, work breakdown structure, risk analysis, and quality control. The report uses agile methodology and emphasizes the importance of effective communication and stakeholder engagement.

BM522 Project
Management

Contents
INTRODUCTION...........................................................................................................................................3
TASK 1..........................................................................................................................................................3
Methodology...........................................................................................................................................3
TASK 2..........................................................................................................................................................4
Network Diagram....................................................................................................................................4
TASK 3..........................................................................................................................................................5
Stakeholder Analysis................................................................................................................................5
TASK 4..........................................................................................................................................................8
Work Break down structure....................................................................................................................8
TASK 5..........................................................................................................................................................9
Risk Analysis............................................................................................................................................9
TASK 6........................................................................................................................................................12
Quality Control......................................................................................................................................12
REFERENCES..............................................................................................................................................14

INTRODUCTION
This report relates to the practice of project management to organize the G&S Society's 40th
anniversary for the Ealing Council to Transport for London. The goal of this initiative is to raise
finances and raise awareness about the benefits rendered by group runs. This project study
provides a network diagram and a work breakdown structure (WBS) for the remaining
organizational processes (Zid, Kasim and Soomro, 2020).
TASK 1
Methodology
Waterfall - This is a conventional methodology that relies on scheduling assigned task so that
they may be completed one by one. It's a methodical approach with a straightforward and linear
structure. It is stiff, though, and its lack of flexibility makes it unsuitable for contemporary tasks.
Agile differs from waterfall in that it allows for more flexibility and efficiency. This technique
enables for development and evolution in response to changing circumstances and requirements.
It does, nevertheless, make monitoring and, as a result, accountability concentration more
challenging.
Scrum - It's an agile process that's quick, adaptive, and flexible. It's adaptable and expandable,
and it can work as advertised while accommodating developments. It is, nevertheless, difficult
and mechanical. It frequently results in project scope (Galvan-Cruz and et.al, 2021) (Ivetić and
Ilić, 2020).
Ealing Council to Transport for London Group aims to conduct road improvements to produce
safer, greener, and more appealing streets, and also upgrade the whole transit system throughout
London - Ealing Council fundraising event that demands dynamic planning. As a result, agile
methodology is appropriate since it allows project planning to alter in response to both positively
and negatively hazards. To prevent the methodology's drawbacks, the development team must
prepare meticulously (Bhalerao and Ingle, 2020).

TASK 2
Network Diagram
A network diagram is a project planning system that monitors many operations in the planning
phase, along with their series and direction. This is used to examine and showcase the
relationships between it project's actual activities. It is indeed a graphic device that allows the
enterprise proposal's user understanding the operation through one diagram (Hayajneh, Hamada
and Aljawarneh, 2020). The follows is a network diagram for the anniversary:

The critical path is a set of measures that may be taken to ensure that the company achieves
accomplishment in the shortest amount of time possible. As illustrated in the critical path
diagram below, the key routes for such a activity are 1, 2, 4, 5, 9, 10, 21, and 22. Once the two
images are joined, historical geographic period of the processes stated in the critical path model
in the network diagram, the entire activities duration is 1 + 14 + 7 + 7+ 2 +84 + 1 +10 = 116
days. This shows that the minimal term for the musician concert place is 116 days.
TASK 3
Stakeholder Analysis
Stakeholder is an individual or organizations who have a real interest in the development's
planning and application (Willemsen, Pollack and Algeo, 2020). Different stakeholders are the
two categories of users. Internal factors comprise project participants including such Ealing
Council, Transport for London, the construction manager, and so on, whereas external
stakeholders comprise funders, viewers, and so on. The stakeholders' power-interest matrix for
the job at hand is as follows:
P
O
W
E
R
H
i
g
h
Keep Satisfied
e.g. Government
(External)
Management teams are strictly
supervised.
(Internal)
L
o
w
Monitor only
e.g. Visitors
(External)
Participants in the experimental
team, for example, should be kept
updated.
(Internal)
Low High
INTEREST
Engagement with the customer is influenced by their position in the authority matrix.

Stakeholder Internal /
External
Amount of
Power/Interest
The
stakeholder has
How would the
stakeholder
affect the
project or be
affected by the
project
Communication
Strategy
Project
manager
Internal High Power /
High Interest
In charge of
effective project
implementation
Informed anyone
about the idea,
either in person or
on the phone.
Project team
members
Internal Low power /
High Interest
Professionals are
competent for
performing the
tasks that have
been allocated to
individuals.
Incorporate all
pertinent
information about
the project to hold
the entire team
members
informed.
Employees Low power /
Low interest
Required for
executing out
recommendation
s because then
the process
works as
scheduled.
Provide key
information to
colleagues via e-
mail.
Camden
Company
owners
Internal High power /
High Interest
Successful
project will
affect magnitude
of achieving the
objective of
Inform all project
updates regularly
through periodic
e-mails.

raising funds and
awareness.
Sponsors External Low power /
High Interest
Provide funds in
exchange of
some
commitment and
interested in
fulfilling their
objectives
Discuss all the
necessary terms to
use funds of
sponsors and
promote their
purpose.
Visitors External Low power /
Low Interest
Interested in
watching good
concert.
Advertising
messages can then
be used to raise
awareness about
planned
performances.
Government External High Power /
Low Interest
Just interested in
ensuring that
public order is
not disrupted due
to concert.
Take relevant and
necessary
approvals from
authority’s well
on-time.
Suppliers External Low power /
Low Interest
Interested in
their business
only.
Discuss necessary
terms for supplies
and related
information.

Investors External Low Power /
Low Interest
Interested in
ensuring their
investment is
safe and is being
multiplied.
Frequent e-mails
informing them of
the use of their
money in the
organization.
Consultants External Low Power /
High Interest
Business interest
in delivering a
successful client.
Discuss project
planning in
optimum manner
to save cost and
time.
TASK 4
Work Break down structure
A work breakdown structure (WBS) is an "implementable process of breaking down to be
performed by the system crew" (PMBOK). Because each step of the WBS gives more depth and
dimension, the WBS graphically divides the range into digestible bits that a project manager can
grasp. The development team develops the project work breakdown structure by selecting the
main basic deliveries and breaking it up them into lesser components and sub. Those threads are
deconstructed more till the particular work bundles necessary to generate the comment section
are found (Pchelintseva and et.al, 2020). The anniversary event's WBS is listed follows.

The large projects are presented in the WBS above in the proportion that they were designed. It
will expect staff and the development team to have a thorough grasp of the identified
stakeholders and routines, permitting for resources development and performance enhancement.
A really well managerial supports in the development of hierarchical the assignment of
responsibilities as per points of research and competence. It is helping progress to be made on
schedule and within budget (Ahmad, 2020). The accompanying is the establishment for the
construction process:

TASK 5
Risk Analysis
Risks are the concerns, obstacles, and accidents that may arise throughout the project lifecycle.
The following is a risk evaluation matrix for an anniversary:
P
R
O
B
A
B
I
L
I
H
i
g
h
Availability of improved
technologies
(Positive)
Delay in project planning
(Negative)
L
o
w
Thefts or pickpocketing
(Negative)
Overshot budget cost
(Negative)

T
Y
Low High
IMPACT
A risk database for analysis is the process has been produced regarding the risk
assessment matrix:
Risk
Description of the
risk
Negative / Positive
Probability /
Impact
Strategy to deal with the
risk
Delay in
project
planning
Negative High probability /
High impact
Avoid as already critical
project duration is more than
expected duration.
Overshot
budget cost
Negative Low likelihood /
large effect
Reduce; design and
implement a fund raiser on
time and within the allocated
Availability
of improved
technologies
Positive High probability /
low impact
Leverage advance
technologies to help the user
and acquire extra resources.
Power failure Negative Low likelihood /
large effect
Limit; hold power stations as
a reserve.
Thefts or
pick
pocketing
Negative Low probability /
low impact
Move responsible for
monitoring that the same
catastrophe transpires to the
security guards.
Fire risk Negative Low likelihood /
large effect
Beware; sprinkler systems
must be supplied at the

location.
Sponsorship'
negotiations
Positive Low probability /
low impact
Recognize; since a stronger
arrangement for the product
may indeed be negotiated.
Technical
failures
Negative Low likelihood /
large effect
Consider; get a standby
roadmap.
Stampede Negative Low likelihood /
large effect
Caution; a comprehensive
contingency plan must really
be implemented.
Stale food Negative Low probability /
high impact
Mitigate; Less then
increased, recognized food
should be presented at the
occasion.
Weather Positive High probability /
low impact
Keep improving; Stay ahead
of wonderful weather to start
making the performance life
more efficient.
Traffic Jam Negative Low probability /
low impact
Considerably bigger with the
security guards to eliminate
any huge impact on the
health.
Accidents Negative Low probability /
low impact
Decrease; Medicinal
requirements are met at the
place.
Timely
medical
facilities
Positive High probability /
high impact
Employ the supply of health
treatment at the destination
to advertise the sponsors'

status.
Theft of
equipment
and
properties
Negative Low probability /
low impact
Minimize; a business
continuity plan should have
been created, and security
guards must be on the watch
for criminals.
Noise
Pollution
Negative Low probability /
low impact
Limit; maintaining levels of
noise within the relevant
limits, and preserve devices a
separation from tourists.
Societal
impact
Positive High probability /
High Impact
Support the developer's
constructive purpose with
others.
Timely
permission
from
government
Positive Low probability /
high impact
Upgrade; and then there is no
potential of a disruption in
planning process.
Waste
management
Negative High probability /
low impact
Avoidance; a property
maintenance service should
be appointed.
Suppliers
deal
Positive Low probability /
low impact
Employ; to acquire the
maximum suited parameters
for the building project.

TASK 6
Quality Control
Quality demand - Anticipated excellence in projects scheduling and data administration,
including such staying within budget and staying on schedule (McLellan and et.al, 2021).
Acceptance criteria - These are standards for accepting quality requirements, such as specifying
comprehensive characteristics in technology and commodities to guarantee optimal resource
allocation.
Quality specification - This consists of specific performance standards also including outstanding
loudness and bass, studio equipment standard, or customer quality requirements, and so forth.
Controlling mechanisms - Administrators must verify project performance against the policy to
ensure no deviations occur, and if deviations do occur, fast remedial action must be done to
guarantee project management plan is not jeopardized (Schefferlie, 2020).

REFERENCES
Books and Journal
Zid, C., Kasim, N. and Soomro, A. R., 2020. Effective project management approach to attain
project success, based on cost-time-quality. International Journal of Project
Organisation and Management. 12(2). pp.149-163.
Galvan-Cruz, S. and et.al, 2021. Reconciliation of scrum and the project management process of
the ISO/IEC 29110 standard-Entry profile—an experimental evaluation through usability
measures. Software Quality Journal. 29(2). pp.239-273.
Ivetić, P. and Ilić, J., 2020. Reinventing universities: Agile project management in higher
education. European Project Management Journal. 10. pp.64-68.
Hayajneh, S., Hamada, M. and Aljawarneh, S., 2020. Project Management Knowledge Areas and
Skills for Managing Software and Cloud Projects: Overcoming Challenges. Recent
Advances in Computer Science and Communications (Formerly: Recent Patents on
Computer Science). 13(3). pp.454-469.
Willemsen, M., Pollack, J. and Algeo, C., 2020. The role of project management in threatened
species recovery. International Journal of Managing Projects in Business.
Pchelintseva, I. and et.al, 2020. Methodological toolbox for risk assessment of innovative
projects in the context of project management quality. Calitatea. 21(177). pp.92-95.
Ahmad, H. H., 2020. Analysis of business networks in project management by using critical path
method (CPM). Journal of Interdisciplinary Mathematics. 23(4). pp.851-855.
McLellan, J. and et.al, 2021. Developing Innovative Integrated Business Solutions Using a
Scrum Project Management Methodology. Businesses. 1(2). pp.91-101.
Schefferlie, J., 2020. The impact of projects and project management will increase. European
Project Management Journal. 10(2). pp.72-75.
Bhalerao, S. and Ingle, M., 2020. Hybrid agile project management practices: Novel approach
for improving project management. IJRAR-International Journal of Research and
Analytical Reviews (IJRAR). 7(1). pp.723-727.
Freitas, F. and et.al, 2020. Development of a suitable project management approach for projects
with parallel planning and execution. Procedia Manufacturing. 51. pp.1544-1550.
Morris, A. and et.al, 2020. Project management maturity levels and organizational revenue in
New South Wales local government. The Journal of Modern Project Management. 8(2).