Wimbledon 2017 Project Management: Cost Measurement and Control

This assignment content provides an overview of the financial income, disbursement schedule, cost measurement, and cost control processes related to the Wimbledon 2017 project. The total project capital is £63,072,474, and the estimated profit is £107,139,629. The project will be disbursed according to a timetable, with costs categorized into several areas such as stadium/court costs, awards/prizes, officials/assistants, and more. A cost control team will monitor changes during the project and develop a budget control and reporting system. Cost measurement will involve tracking actual costs against planned budgets, and corrective action will be taken if performance deviates from expected levels.

1.1 Project scope management
1.1.1 PROJECT SCOPE STATEMENT
The project scope statement provides a detailed description of the project, deliverables,
constraints, exclusions, assumptions, and acceptance criteria. Additionally, the scope
statement includes what work should not be performed in order to eliminate any implied but
unnecessary work which falls outside the of the project’s scope.
This project includes the design, programming, and testing of a new software application for
tracking the company’s finances. The deliverables for this project are a completed software
application for finance tracking with the flexibility to modify and expand the application as
necessary in the future. This project will be accepted once the new software has been
successfully tested in each department and has been shown to be compatible with the
company’s current information technology (IT) infrastructure. This project does not include
ongoing operations and maintenance of the software. Only internal personnel and resources
may be used for this project. Additionally, the project is not to exceed 180 days in duration
or $450,000 in spending. Assumptions for this project are that support will be provided by
the project sponsor and all department managers and that adequate internal resources are
available for the successful completion of this project.
The scope management has been developed considering the Wimbeldon in UK. The focus is
to understand and manage the various aspects of the event. There are multiple activities that
are to be considered in this project and in the end it will be ensured that the project completes
well within the defined duration and budget (Kerzner, 2013). There are six areas that are
considered while developing the scope for any project. The next few sections will be
discussing these areas beginning from the Plan Scope Management to Scope Control.
- Plan Scope Management
This section is concerned with the development of scope plan that keeps documented entire
project scope in the human readable format. Moreover, it acts as a validation and control in
the later stage of the project and at the project closure phase (Burke, 2013). The plan provides

the team working on the project with the understanding of the assumptions that have been
considered prior to initiating the project. Along with that, the situations or constraints are also
detailed specifically within which the project will be conducted (Schwalbe, 2015). The
management of the current project scope will be done by the project sponsors and the project
manager along with the analyst to ensure that the right deliverables have been defined for the
project.
- Requirement Collection
Requirement collection is the most important aspect of the scope management. In this phase,
the project manager involves in identifying the requirements of the project and the
stakeholders that are imperative for the project success (Walker, 2015). The current project is
focused on the effective management Wimbledon 2016. The major stakeholders of the
project had come together to discuss and understand the project requirement which has been
discussed in the following sub-sections (Martinsuo,2013). The Wimbledon 2016 will bring
together people from various facets of life together to enjoy the games.
- Business Requirements
The business requirements are the high level aspect that is directly concerned with the entire
business. The purpose of such requirements is to understand the opportunities or threats that
lie in the conduction of the project at the major level. Mentioned below are the high level
business requirements related to this project:
- Identifying the right venue for the conduction of the Wimbledon 2016.
- Ensuring that the entire project completes within the set deadline and the defined
budget.
- Ensure that the maximum number of project stakeholders give satisfactory response at
the end of the project

- Building appreciable image of the event among the prospective sponsors and viewers
- Stakeholder Requirements
There are various stakeholders to this event. Some of them are directly impacted from this
event and some are the indirect. The local governments, viewers and the public and private
business providing supplies can be seen as some of the major stakeholders of this event or
project (Meng, 2012). Moreover, there will be agencies that would prefer to display their
advertisements around the venue. Mentioned below are the requirements directly concerned
with the local government:
- Having proper provision for the stalls around the venue along with the huge screen
showing the event schedules
- Selection of proper venue for the Wimbledon 2016 which is safe from any kind of
potential security threat and other types of threats.
- Some of the major aspects that need proper provi0sion at the venue are proper
accommodation for visitors, waste disposal, and spacious car parking facility, safety
net, and emergency provisions.
- Solution Requirements
The solution requirements are concerned with the illustration of the activities that fulfills the
needs of the associated stakeholders. Mentioned below are the solution requirements related
to the Wimbledon 2016 project:
- Selection of right contractor who has enough experience in managing the provisioned
market around the Wimbledon event. The aspects that will be covered under this is
allocation of individual space for the sellers and provision for the proper route to
bring in the supplies to sell.

- The firework displays during the event initiation will be handled by the same
contractor with effective provision for the safety requirements. The entire fire related
activities will be conducted under the existing Fire and Safety Regulations.
- Project Requirements
The project requirements are concerned with the various procedures that will be needed to
implement the project. Mentioned below are the project requirements that will be considered
for the Wimbledon 2016:
- It will be ensured that the project activities finish within the given duration and
identified budget.
- The project plan development will be finished within the two months period. The plan
development phase will be one year prior to event initiation.
- Project Scope Statement
Numerous meetings have been conducted to analyze the project in detail and management of
the whole project. The project scope document includes various aspects of the
documentation, namely, requirements, plan, team along with the detailed scope statement on
the project (Shields and Rangarajan, 2013). The document covers the entire project scope.
Mentioned below are the areas that have been covered within the project scope statement:
- Deliverables
The project deliverables are the interim results that are produced to aid in the project
completion. The project deliverables can be anything that supports in the project completion
and can be seen as the complete task in it (Sharbatoghlie and Sepehri, 2015). The Wimbledon
2016 project will be conducted based on the activities that have been defined through the
Work Breakdown Structure. Appendix A shows the project deliverables for Wimbledon
2016.

- Project Exclusion
There are certain aspects related to the project that have not been considered in this project
completion. The proper understanding of the project scope is mandatory for the project
manager to ensure that the project does not deviate from the actual activities, milestones and
deliverables. The activities concerning the fund collection for the project is completely
related to this project, yet it has been excluded from the project and will be carried out by
other concerned parties ().
- Constraints
Some constraints have been identified in relation to this project. It is imperative for the
project success that these constraints are kept into consideration while moving ahead with the
project completion (Ahlemann et al, 2013). Mentioned below are some of the project
constraints that have been identified for the project:
- It is expected that the budget allocated for the project might exceed the defined
amount. The expectation of the same is due to the probability of occurrence of some
unknown activities that might hamper the project duration. Moreover, any added
requirements can also impact the project budget.
- The improper weather condition might impact the fireworks at the event.
- The absence of right human resource at the key areas.
- Assumptions
Some of the crucial assumptions have been made in light of the project completion. The
assumptions are considered to be true and it is expected that what has been assumed is bound
to take place and support the project growth. Mentioned below are the project assumptions
for the Wimbledon 2016:

- There will be ample support from the project sponsors in terms of budget and
extension in the project duration.
- The human resources available for the project are able and experienced enough to
handle their respective domain.
- The non-human resources required for the project completion will be brought in on
time by the assigned suppliers.
- Work Breakdown Structure Development
The work breakdown structure shows the list of the activities that are to be conducted on the
ground. Through the development of work breakdown structures, the activities are divided
into small and manageable components. Appendix B shows the work breakdown structure for
this project.
- Scope Validation
The scope validation is concerned with the help of sponsors and few project analysts. The
project scope validation allows the project manager to stay assured that the activities listed in
the project scope are required to be taken and none of the activities outside the project is the
concern. Mentioned below are the acceptance criteria that have been developed for the
Wimbledon 2016:
- The project meets the scope defined in the initial phase
- The project completes within the allocated fund and duration added with the extension
allowed by the sponsors
- Project stakeholders sign the final project completion documents.
- Scope Control
The project will be controlled in accordance with the project scope that has been developed.
Moreover, the activities defined with the project work breakdown structure will be monitored

and controlled in accordance with the industry standard, defined duration and the identified
budget. Mentioned below are some the aspects that should be considered in controlling scope:
- The project managers should take approval from the sponsors in case of any form of
extension related to overall project duration and budget.
- The entire extension procedures should be well documented.
Create Work Breakdown Structure (WBS):
The work breakdown structure shows the list of the activities that are to be conducted during
the project. Through the development of work breakdown structures, the activities are divided
into small and manageable components (PMBOK, 2013). In order to effectively manage the
work required to complete this project, it will be subdivided into individual work packages
which will not exceed 40 hours of work. This will allow the Project Manager to more
effectively manage the project’s scope as the project team works on the tasks necessary for
project completion. The project is broken down into three phases: the design phase; the
programming phase; and the testing phase. Each of these phases is then subdivided further
down to work packages which will require no more than 40 hours of work and no less than 4
hours of work (see WBS structure below). The work breakdown structure for this project is
illustrated in Appendix B.

Level WBS
Code
Element Name Description of
Work
Deliverables Budget Resources
1.0 W00
1
Wimbeldon 2016
Projret
The project to
complete
1.1 W00
2
Initiation The project
begins
Project
Charter
1.1.1 W00
3
Form a Project
Management
Team
A team is
developed at
this stage
Project
Requirement
Document
1.1.2 W00
4
Project
Management Plan
Plan is
prepared for
the project
1.2.1 W00
5
Local and State
Government
Local
authorities
consulted and
informed
Approval
Document
1.2.2 W00
6
Wimbeldon
Committee
Committee
conducts
meeting
Project
Approval
Document
1.2.3 W00
7
Other
Keystakeholders
Stakeholder
identification
Stakeholder
document
1.3 W00
8
Administration
Support
2.0 W00
9
Planning Project Plan
Document
2.1 W01
0
Preliminary Scope
and Requirements
Collection
2.2 W01
1
Detail Event Site
Layout and
Design
2.3 W01
2
Detail Site
Facilities Layout
and Design
2.4 W01
3
Site Inspection
2.5 W01
4
Conduct Risk
Assessment
R Risk Report
2.6 W01
5
Secure Insurance
2.7 W01
6
Permit and
Approval to
Operate
3.0 W01
7
Procurement Project
Procurement
Document
3.1 W01
8
Contractor
Selection
Package
3.2 W01
9
Request for
Proposal

3.3 W02
0
Final Contractor
Selection
3.4 W02
1
Contract signing
4.0 W02
2
Execution The plan for
execution is
prepared at
this stage
Project
Activities
Document
4.1 W02
3
Site Facilities
Setup/Conduct
Induction
4.2 W02
4
Fireworks Display
Equipment and
materials setup
4.4 W02
5
Standby Security
and Emergency
Personnel
4.5 W02
6
Monitor
Activities/Incidents
4.6 W02
7
Ensure
contingencies are
in place
Emergency
provisions
5.0 W02
8
Closure Project closure
at this stage
Project
Payment
Document
5.1 W02
9
Supervise shut
down
5.2 W03
0
Evaluate event
and activities
All events are
revaluated
Evaluation
Report
5.3 W03
1
Conduct a debrief
with the project
team
Final meeting
with the team
Debriefing
Report
5.4 W03
2
Documentation Documentatio
n completes
here
Project
Completion
Document
5.5 W03
3
Review Action
Plan/Procedure
for Future Events
Project
Acceptance
Document
Table 1.2, WBS Dictionary
Cost Management Plan
The cost of a project will be estimated and managed through cost management plan. This
plan will also provide standards for defining, measuring and controlling the cost of the

project (PMI, 2013). Cost management plan:
- Establish the project baseline budget;
- This plan determines the authority is responsible for managing costs, changes and
budget approval
- This indicates how planned cost performance is controlled, measured and reported as
well as the guidance on the report formats, frequency.
Project manager of Wimbledon in 2017 will bear the main responsibility for these tasks. The
Project Manager will present the project’s cost performance to the sponsors/clients to review
through the project meetings. The project manager has to monitor whether any cost
deviations and report to the Project Sponsor with options for getting the project back on
budget. The Project Sponsor has the authority to make changes to the project to bring it back
within budget.
1.2 Cost management
Costs for the Wimbledon 201 project will be managed at the levels of the Work Breakdown
Structure (WBS). Wimbledon 2017 PMC developed the project estimate by applying expert
and analogous cost estimation techniques; the knowledge and experience in previous sporting
events of similar size. Costs for this project are presented in the following table:
Items Descriptions Total
Quantity TOTAL
Stadium/Court costs
Including related fees and
incurred fees for the tennis courts
rental during the Championships
period
19 7,000,000
Balls
54,250 used during The
Championships period.
Sponsored by Slazenger
54250 FOC
Awards/Prizes The total prize money has been
breakdown in Annex xx 1 26,971,000
Officials and Assistants
The number of staffs and
volunteers has been listed in
Annex XXX
6,000 20,323,834
Uniform
Uniform for staffs and volunteers
has been listed in Annex XXX
Sponsored by Ralph Lauren
6,000 240,000
Third party security services
To ensure the safe of the
tournament and needed for crowd
control and crowd monitoring.
400 1,200,640

Courts Layout and
Establishment
Decoration costs, cutting grass,
preparing stadium/courts 1 1,500,000
Ice, First-aid and
Refreshment
Cost for ice, first-aid and
refreshment during tournament 1 168,000
Management cost Management cost for Wimbledon
2017 1 2,412,000
Operation cost
Operation cost for Wimbledon
2017 such as fuel, electricity,
communication
1 2,100,000
Contingency cost 1 1,129,000
Total budget 63,044,474
Table xx – Financial expenditure
The amount of money expected to gain from this tournament is illustrated in Table 6.
Name Descriptions Quantity Total
(£)
Tickets Annex xxx 1 31,984,103
Sponsorship deals
From 12 sponsors (Slazenger,
Robinsons, IBM, Lanson, Ralph
Lauren, HSBC, Evian, Lavazza, Stella
Artois, Jaguar, Haagen-Dazs)
1 53,000,000
Broadcast/Television,
Advertisements
Income from broadcasters including
ESPN, BBC and the other nations. 1 80,000,000
Other activities
Revenue from other activities gained
from spectators’ expenditures (food,
drink, gifts…)
1 5,200,000
Total £170,184,103
Table xx – Financial income
According to Table xx and xx, the total project capital is £63,072,474 and the estimated profit of
the Championship Wimbledon 2017 is £ 107,139,629.
The project will be disbursed according to the below timetable:
Items
Month 1
(3 June 2017 - 2 July 2017)
During the tournament
( 3 July - 16 July)
Close
Project
Week 1 Week 2 Week 3 Week 4 Week 1 Week 2 Week 3
Stadium/Court
costs 700,000 700,000 1,400,000 1,400,000 2,800,000
Awards / Prizes 8,091,300 10,788,400 8,091,300

Officials and
Assistants 1,016,192 10,161,917 8,129,533 1,016,192
Third party
security services 2,032,383 8,129,533 8,129,533 2,032,383
Courts Layout
and Establishment 300,000 300,000 300,000 300,000 300,000
Ice, First-aid and
Refreshment 16,800 50,400 50,400 50,400
Office
(stationery)
charges
8,400 8,400 9,800 1,400
Management cost 241,200 241,200 241,200 241,200 1,688,400 1,688,400 482,400
Operation cost 105,000 105,000 105,000 105,000 735,000 735,000 210,000
Total 346,200 346,200 1,346,200 4,419,975 30,564,950 31,231,067 14,984,075
Table xx – Wimbledon 2017 disbursement schedule
1.3 Cost measurement
The project’s costs will be measured based on Earned Value Management (EVM) technique,
a broad and powerful tool for not only big projects but most all projects (Fleming &
Koppelman, 2002).
The Wimbledon 2017 project will use four main indicators of EVM which are Schedule
Variance (SV), Cost Variance (CV), Schedule Performance Index (SPI) and Cost
Performance Index (CPI). Four measurements can provide insights to effectively manage and
contribute to reducing the work load of project management (Piscopo, 2013a).
SV SPI CV CPI
>0 project progress is
faster than planned
>1.0 project progress is
faster than planned
>0 cost is less than
planned
>1.0 cost is less than
planned
=0 progress of project is
on schedule
=1.0 progress of project
is on schedule
=0 cost is on schedule =1.0 cost is on
schedule
<0 project progress is
slower than planned
<1.0 project progress is
slower than planned
<0 cost is higher than
planned
<1.0 cost is higher
than planned

Table xx – Wimbledon 2017 cost measurement
The project achieves the high performance if SV, CV>0 and SPI, CPI>1. The Project
Manager must report the reason for the exception in case the SPI or CPI has a variance of
between 0.1 and 0.2. If the SPI or CPI has a variance of greater than 0.2 the Project Manager
must report the reason for the exception and provide management a detailed corrective plan
to bring the projects performance back to acceptable levels.
1.4 Cost Control
The cost control process will monitor the changes process during the project. It will also be
the responsibility of the project management team to develop and maintain a budget control
and reporting system.
To achieve this, a project budget control team will be formed to provide the project
management team with information on summary-level costs on a weekly basis with the
current budgetary estimate, payment status and other actual project costs. This team will
prepare the project’s financial analysis, estimation of costs/budget, cost reduction measures,
cost breakdown and disbursement schedule (Patel, 2000). Any budget/cost changes should be
detailed and submitted to the sponsors in order to get approval prior to the implementation of
this change. This information will be presented to the project management team and project
owners in the Weekly Project Progress Report.
2 References
Kerzner, H. R. (2013). Project management: a systems approach to planning, scheduling,
and controlling. John Wiley & Sons.
Burke, R. (2013). Project management: planning and control techniques. New Jersey, USA.
Schwalbe, K. (2015). Information technology project management. Cengage Learning.
Walker, A. (2015). Project management in construction. John Wiley & Sons.
Martinsuo, M. (2013). Project portfolio management in practice and in context. International
Journal of Project Management, 31(6), 794-803.

Meng, X. (2012). The effect of relationship management on project performance in
construction. International journal of project management, 30(2), 188-198.
Shields, P. M., & Rangarajan, N. (2013). A playbook for research methods: Integrating
conceptual frameworks and project management. New Forums Press.
Sharbatoghlie, A., & Sepehri, M. (2015). An Integrated Continuous Auditing Project
Management Model (CAPM). In 4th International Project Management Conference.
Ahlemann, F., El Arbi, F., Kaiser, M. G., & Heck, A. (2013). A process framework for
theoretically grounded prescriptive research in the project management field. International
Journal of Project Management, 31(1), 43-56.
3 Appendix
4 Appendix A: Deliverables
The table below shows the project deliverables for Wimbledon 2016:
Project Phase Deliverables
Initiation Project Charter
Project Requirement Document
Project Approval Document
Planning Project Plan Document
Budgeting Document
Communication Plan
Procurement Project Procurement Document
Suppliers Document
Supplier Signoff Document
Execution Project Activities Document
Project Responsibility Document
Project Execution Document
Closure Project Payment Document
Project Completion Document
Project Acceptance Document
5 Appendix B: WBS
Given below is the work breakdown structure for the Wimbledon 2016 project:

6
7 Appendix C: Schedule
Introduction
The project helps the project manager in understanding the various aspects of the project
activities and the time required to complete these activities. The project schedule allows the
project manager with the bird’s eye view of the entire project with clear focus on the
activities that need to be taken currently and those which can be delayed.
Schedule Management Approach
The schedule has been prepared considering the five aspect of the project area, namely,
initiation, planning, procurement, execution, and closure. These five areas can be seen in the
work breakdown that has been developed in the Appendix B.
Schedule Control
The schedule will be controlled with the help of duration predefined for the project. The
project manager will be implementing scheduled inspection for the various aspects of the
project to ensure that the project is moving ahead with the scheduled budget and
Wimbledon 2016
1.0 Project
Management
1.1 Planning
1.1.1 Form a
Project
Management
Team
1.1.2 Project
Management
Plan
1.2 Meetings
1.2.1 Local and
State
Government
1.2.2 2018
Wimbledon
Project
Committee
1.2.3 Other
Keystakeholders
1.3
Administration
Support
2.0 Planning
2.1 Preliminary
Scope and
Requirements
Collection
2.2 Detail Event
Site Layout and
Design
2.3 Detail Site
Facilities Layout
and Design
2.4 Site
Inspection
2.5 Conduct Risk
Assessment
2.5 Secure
Insurance
2.5 Permit and
Approval to
Operate
3.0 Procurement
3.1 Contractor
Selection
Package
3.2 Request for
Proposal
3.3 Final
Contractor
Selection
3.4 Contract
signing
4.0 Execution
4.1 Site Facilities
Setup/Conduct
Induction
4.2 Fireworks
Display
Equipment and
materials setup
4.3 Standby
Security and
Emergency
Personnel
4.4 Monitor
Activities/Inciden
ts
4.5 Ensure
contingencies
are in place
5.0 Closure
5.1 Supervise
shut down
5.2 Evaluate
event and
activities
5.3 Conduct a
debrief with the
project team
5.4
Documentation
5.5 Review
Action
Plan/Procedure
for Future Events