Project Management for TFL's Bollo Lane Development

This article discusses the project management methodology used for TFL's Bollo Lane development, including the objective, deliverables, and methodology used. It also covers stakeholder analysis, communication strategies, work breakdown structure, and risk factors with mitigating strategies.

PROJECT MANAGEMENT

TABLE OF CONTENTS
TASK 1............................................................................................................................................3
TASK 2............................................................................................................................................3
TASK 3............................................................................................................................................7
TASK 4............................................................................................................................................8
TASK 5............................................................................................................................................8
TASK 6..........................................................................................................................................11
REFERENCES..............................................................................................................................12

TASK 1
Business case TFL is accomplishing the objective to develop land along
Bollo lane more than 800 homes which is considered to be
one of the reason for celebration. For this purpose project
has been developed by collaborating with University
students council in turn to conduct event conduct for
strategic direction.
Objective The main objective of the project is to have effective
development & execution of event.
Deliverables For the current project the deliverable is to accomplish the
project within deadline via ensuring effect utilization of
resources to offer significant outcome
Methodology There are different types of methodologies which involves
agile, Kanban, lean, waterfall, etc (Hai and Sarstedt,
2021). For the current project, waterfall methodology is
suitable in order to get accurate outcome by having proper
analysis, design, testing, etc. this has been used previously
in conducting conference event in ABC corporation which
benefited to get higher effectiveness & optimum
utilization of resources.
TASK 2
S.
N Task Name Durati
on Start Finish Predecess
ors
Early
Start
Early
Finish
Late
Start
Late
Finish
Numbe
r1
Numbe
r2
Numbe
r3
Numbe
r4
1 Budget
Approval 1 day
Mon
9/27/2
1
Mon
9/27/2
1
Mon
9/27/2
1
Mon
9/27/2
1
Mon
9/27/2
1
Mon
9/27/2
1
-106 -105 -106 -105
2 Hire
Publicity
Director
14
days
Tue
9/28/2
1
Fri
10/15/
21
1
Tue
9/28/2
1
Fri
10/15/
21
Tue
9/28/2
1
Fri
10/15/
21
-105 -91 -105 -91
3 Hire Set
Designer
14
days
Tue
9/28/2
1
Fri
10/15/
21
1
Tue
9/28/2
1
Fri
10/15/
21
Fri
12/10/
21
Wed
12/29/
21
-105 -91 -52 -38
4 Hire 7 Mon Tue 2 Mon Tue Mon Tue -91 -84 -91 -84

Place For
Auditions days 10/18/
21
10/26/
21
10/18/
21
10/26/
21
10/18/
21
10/26/
21
5 Advertisi
ng To
Hire
Crew and
Cast
7
days
Wed
10/27/
21
Thu
11/4/2
1
4
Wed
10/27/
21
Thu
11/4/2
1
Wed
10/27/
21
Thu
11/4/2
1
-84 -77 -84 -77
6 Hire
Productio
n &
Publicity
Crew
28
days
Fri
11/5/2
1
Tue
12/14/
21
5
Fri
11/5/2
1
Tue
12/14/
21
Mon
11/22/
21
Wed
12/29/
21
-77 -49 -66 -38
7 Set
Designed
and Built
42
days
Wed
12/15/
21
Thu
2/10/2
2
3,6
Wed
12/15/
21
Thu
2/10/2
2
Thu
12/30/
21
Fri
2/25/2
2
-49 -7 -38 4
8 Train
Productio
n Crew
12
days
Wed
12/15/
21
Thu
12/30/
21
3,6
Wed
12/15/
21
Thu
12/30/
21
Thu
2/17/2
2
Fri
3/4/22 -49 -37 -3 9
9 Auditions
To Hire
Cast
2
days
Fri
11/5/2
1
Mon
11/8/2
1
5
Fri
11/5/2
1
Mon
11/8/2
1
Fri
11/5/2
1
Mon
11/8/2
1
-77 -75 -77 -75
1
0 Cast
Rehearsal
84
days
Tue
11/9/2
1
Fri
3/4/22 9
Tue
11/9/2
1
Fri
3/4/22
Tue
11/9/2
1
Fri
3/4/22 -75 9 -75 9
1
1 Hire
Orchestra
7
days
Tue
9/28/2
1
Wed
10/6/2
1
1
Tue
9/28/2
1
Wed
10/6/2
1
Thu
12/30/
21
Fri
1/7/22 -105 -98 -38 -31
1
2 Music 7
days
Thu
10/7/2
1
Fri
10/15/
21
11
Thu
10/7/2
1
Fri
10/15/
21
Fri
2/18/2
2
Mon
2/28/2
2
-98 -91 -2 5
1
3
Photogra
ph Cast
And
Crew &
Collect
Biographi
es
35
days
Wed
12/15/
21
Tue
2/1/22 6,9,11
Wed
12/15/
21
Tue
2/1/22
Mon
1/10/2
2
Fri
2/25/2
2
-49 -14 -31 4
1
4
Enter
Informati
on Into
Computer
1 day Wed
2/2/22
Wed
2/2/22 13 Wed
2/2/22
Wed
2/2/22
Mon
2/28/2
2
Mon
2/28/2
2
-14 -13 4 5
1
5 Printing 5
days
Thu
2/3/22
Wed
2/9/22 14 Thu
2/3/22
Wed
2/9/22
Tue
3/1/22
Mon
3/7/22 -13 -8 5 10
1
6
Develop
an
7
days
Wed
12/15/
Thu
12/23/ 6 Wed
12/15/
Thu
12/23/
Thu
1/27/2
Fri
2/4/22 -49 -42 -18 -11

Advertisi
ng Plan 21 21 21 21 2
1
7 Advertisi
ng Media
21
days
Fri
12/24/
21
Fri
1/21/2
2
16
Fri
12/24/
21
Fri
1/21/2
2
Mon
2/7/22
Mon
3/7/22 -42 -21 -11 10
1
8 Orchestra
rehearsal
4
days
Mon
10/18/
21
Thu
10/21/
21
12
Mon
10/18/
21
Thu
10/21/
21
Tue
3/1/22
Fri
3/4/22 -91 -87 5 9
1
9 Order
Costumes
7
days
Tue
11/9/2
1
Wed
11/17/
21
9
Tue
11/9/2
1
Wed
11/17/
21
Thu
2/17/2
2
Fri
2/25/2
2
-75 -68 -3 4
2
0
Costume
Parade
And
Alteratio
ns
5
days
Fri
2/11/2
2
Thu
2/17/2
2
7,19
Fri
2/11/2
2
Thu
2/17/2
2
Mon
2/28/2
2
Fri
3/4/22 -7 -2 4 9
2
1
Dress
Rehearsal 1 day Mon
3/7/22
Mon
3/7/22
8,10,18,
20
Mon
3/7/22
Mon
3/7/22
Mon
3/7/22
Mon
3/7/22 9 10 9 10
2
2 Performa
nce
10
days
Tue
3/8/22
Mon
3/21/2
2
15,17,2
1
Tue
3/8/22
Mon
3/21/2
2
Tue
3/8/22
Mon
3/21/2
2
10 20 10 20
Gantt chart

Network diagram
From the evaluation the critical path for the project is activities highlighted in red colour. This
involves 1,4,5,10, 21 and 22 respectively.

TASK 3
Stakeholder analysis is concerned with gaining the effective information regarding the interested
parties in the p articular project. The particular stakeholder analysis is helpful in assessing the
information regarding four types of categories which comprises apathetic, managed closely,
monitor and keep informed This can be effectively executed by applying the stakeholder analysis
in respect to get the information regarding both the internal & external parties who are connected
with the mentioned project (Larsson and Larsson, 2020). From the evaluation of the given
information it can be specified that internal stakeholder includes top management, resource
manager, executive. External stakeholders of this particular project is concerned with suppliers,
Policy maker leaders, director, project staff and administration, advertising media users, investors,
influencers, governance, etc. which play role of influencing the operational practices of this
specific project indirectly.
Keep satisfied (High power and interest)
 Students
 Trainers
 Funders & sponsors
 Audience
 Performers
Managed closely (High power and low
interest)
 Policy maker
 Leaders
 Director
 Project staff and administration
 Advertising media
Monitoring (Low power and high interest)
 Collaborating agencies
 Designers
 Photographer
 suppliers
Keep informed (Low power and interest)
 Executives
Communication strategies
In order to be successful it is highly important for the organization to pay attention on
developing effective communication process in turn reliable insights about the prevailing

circumstances can be provided. Using interactive strategy by developing two-way
communication approach the specified course of action can proper deliver the information. Other
strategies which can be use involve using digital platform to deliver information, paying
attention on print media, etc. to gain better ability to offer knowledge to public (Tereso and et.al.,
2019). In addition to this, using accountable information sharing approach in internal procedure
can help in sharing crucial data to carry forward practices.
TASK 4
Work break down structure
TASK 5
Risk factor Impact Mitigating strategy
1) Non availability Inability to access the resources Proper planning & forecasting

of resources such as materials, speakers, etc. of the suppliers and proportion
of requirement of resources
2) Noise risk High sound level present risk to
audience and internal management
due to its negative effective of high
volume (Stanitsas, Kirytopoulos
and Leopoulos, 2021).
Compliance with sound level
by ensuring that its below h
85dB.
3) Crowd
management
Higher number of presence of
audience can make difficult to have
manual handling
Measuring and monitoring
event capacity so that required
level of tickets can be sold.
4) Communication
management
There can be miscommunication
practice due to several issues
arising from possible issues.
This can be monitored by
having proper communication
strategy to address feedback
and developing clarity &
transparency.
5) Lack of good
relationship with
suppliers
It can create shortage and end
moment collapse of business
strategy.
This can be properly managed
by having diverse plan of
attaining raw materials so that
higher effectiveness by
specifying norms and
condition to deal.
6) Electricity danger The staff and public may face
serious issues due to fatal electric
shocks from faulty electric
equipment installation.
Proper tested equipment to
avoid such shocks of electric
7) Fire safety Possibilities of fatal injuries from
smoke inhalation of burns
Having effective fire stewards
for checking clear performance
to avoid such unforeseen
circumstances

8) Medical incidents Non availability of first aid can
lead in serious issues for project
team.
Consulting to have effectual
medical emergency
9) Absence of
performer of
music event
Arise of any unforeseen situation
can result in non-availability of
participants
Signing proper contract t
ensure their availability
10) Lack of monetary
resources
Actual cost can be higher than
estimated (Ika and et.al., 2020).
Implementation of diverse
source of finance and proper
and proper forecasting of
resources.
11) Conflict between
teams
Bias based environment and
disagree of opinion can result in
this
Developing proper clarity of
roles and responsibilities can
help in eliminating it (San
Cristóbal and et.al., 2018).
12) Lighting levels Poor lighting may contribute in lack
of personal security & integrity of
project
Monitoring and keeping torch
staff and automated inventors
can help to overcome this
issue.
13) Lifting equipment Failure can result in entrapment
and result in manual handling
incidents
Continuous monitoring &
controlling and feedback
mechanism can have smooth
functioning
14) Unauthorized
climbing on
structure can spoil
brand image
Project team can get serious injury
or death which can create legal
complications for the business.
Proper organizational structure
to maintain good brand image
15) Heat stroke
(Dehydration )
Greater risk to workers arranging
music equipment.
Continuous monitoring of
quality check

16) Queue
management
17) Ineffective
forecasting of
deadline
Lack of time management due to
unpredictable occurrence of
activities
Prioritizing activities can help
in managing course of action
18) Unauthorised
access
Security issue due to misuse of
confidential information
Executing proper encrypted
information system to avoid
security threats
19) Rigging Overloading of rigging of
equipment result in collapse of
structure
Testing and monitoring the
system prior the use
20) Changing taste
and preferences of
audience
Taste of audience can change due to
presence of any new substitute
event
Proper market analysis to get
information of effective
implementation of event.
TASK 6
Quality expectation
It is expected to have good quality in turn accomplishing the project in effective manner in
respect to deliver good outcomes.
acceptance criteria
The acceptance criteria will be judged by making implementation of variance analysis an
bench marking so that deviation can be measured.
Quality specification
It will have exerted by ensuring effective implementation of activities by project team to
get productive outcomes,

REFERENCES
Books and Journals
Hair, J.F. and Sarstedt, M., 2021. Explanation plus prediction—The logical focus of project
management research. Project Management Journal.52(4). pp.319-322.
Ika, L.A. and et.al., 2020. Cross-learning between project management and international
development: Analysis and research agenda. International Journal of Project
Management. 38(8). pp.548-558.
Larsson, J. and Larsson, L., 2020. Integration, application and importance of collaboration in
sustainable project management. Sustainability. 12(2), p.585.
San Cristóbal, J.R and et.al., 2018. Complexity and project management: A general
overview. Complexity. 2018.
Stanitsas, M., Kirytopoulos, K. and Leopoulos, V., 2021. Integrating sustainability indicators
into project management: The case of construction industry. Journal of Cleaner
Production. 279. p.123774.
Tereso, A and et.al., 2019. Project management practices in private organizations. Project
Management Journal. 50(1). pp.6-22.