Bucks Students’ Union Music Festival Case Study

Running head: PROJECT MANAGEMENT ASSIGNMENT
Bucks Students’ Union Music Festival case study
Name of Student-
Name of University-
Author’s Note-

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Table of Contents
Task 1: Comparison of three project management methodologies.................................................1
Task 2: Network Diagram...............................................................................................................4
Task 3: Stakeholder analysis and work breakdown structure..........................................................4
Task 4: Risk Analysis......................................................................................................................8
Bibliography..................................................................................................................................13

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Task 1: Comparison of three project management methodologies
The three methodologies that are explained in this section is the waterfall model, adaptive
project framework and agile framework.
Waterfall methodology: This methodology is a default methodology which includes
sequential processes of project management. This approach is similar to the stream of water that
flows from top to bottom. Thus waterfall methodology is named so as this is a top-bottom
approach and does not divert its activities in between (Joslin 2019). There is a sequence of steps
that are followed in the waterfall model: planning phase, analysis phase, designing phase,
development phase, testing as well as deployment or maintenance phase.
Advantages of the waterfall model:
1. This model needs extensive project planning, and all the activities are easily tracked
with the task dependencies.
2. This methodology has a high accurate timeline and includes budget as a result.
3. Waterfall model consists of a secure transfer of project knowledge.
Disadvantages of the waterfall model:
1. Changes in the project are complicated to implement in the project using the waterfall
model.
2. This method is not suitable for complex projects.
3. This methodology in a project should not be used for long as well as for ongoing
projects.

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Adaptive project framework: This method in project management is designed for
adapting all the changing situations that are in the project and helps to incorporate learning from
project experience (Rodriguez et al. 2017). The scope is variable and is included within a
specified time as well as within the budget constraints.
Advantages of adaptive project framework:
1. This method is a traditional and an ideal approach if a clear idea of the project is
known.
2. In this model, the requirement of the project is not necessary to define at the project
initiation.
3. This model is flexible and is iterative.
Disadvantages of adaptive project framework:
1. Too much flexible method and this method can lead to project delays.
2. This methodology sets an unrealistic expectation of the client.
3. This method has limited control over the project and results in confusion and irregular
process flow.
Agile methodology: This framework is the iterative method, and this is an incremental
framework that includes short development methods known as sprints. The sprints only focus on
project development and provide continuous service to the customer (Vhutshilo et al. 2018).
Sprints in the agile method include a certain amount of time that is allocated to do a specific task
in the project. Virtualization is limited in an agile framework.
Advantages of an agile framework:

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1. The agile framework is very much flexible and also responds to changes in the middle
of the project.
2. The project execution method is not affected by the agile approach of project
management and includes limited knowledge of the end product.
3. The agile approach includes fast review cycles. Using this method help to meet the
client expectation efficiently.
Disadvantages of an agile framework:
1. There is no flexibility in project scope and understanding the project scope is also not
flexible.
2. This framework is not a culture fit method for the project for some companies.
3. This method lacks predictability and project deadlines are difficult to pinpoint and
resultant product.

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Task 2: Network Diagram
Figure 1: Network Diagram
(Source: Created using Visio)
Task 3: Stakeholder analysis and work breakdown structure
Stakeholder Type of
stakeholder
Interest Power Communication strategy
Director of
Bucks Students’
Union
Internal
Stakeholder
High High Communication can be
established through email,
in-person meeting, video
conference and over the
telephone.
Project manager Internal
stakeholder
Medium High The project manager can
communicate through
personal meetings and over

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the telephone.
Financial
manager
Internal
stakeholder
High High A financial manager can
communicate over
telephones, email and verbal
communication organizing
meetings.
Publicity
Director
External
stakeholders
Medium Low Communicate mainly over
telephones and through
email.
Stage Designer Group
stakeholder
Medium High In-person communication
and communication over the
telephone. Verbal
communication is mainly
needed to communicate
with the stage designer.
Production Crew Group
stakeholder
High High Communication is mainly
done through personal
meetings and meeting in
groups. Sometime
telephonic communication
is also available.
Orchestra Group
stakeholder
High Low Communication is mainly
done over the phone.

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Photographer
team
Group
stakeholder
High Medium Communication is
established over the
telephone.
Costumer
Contractor
Group
stakeholder
High Medium In-person meeting with the
clients and dancers is done
to communicate with the
costume contractor. Written
communication is also
established.
Building
Contractor
External
Stakeholder
Low Low The building contractor is
communicated over the
phone, and written
communication is also
established with the
building contractor.

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Figure 2: Stakeholder matrix
(Source: Created using Visio)

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Work Breakdown Structure
Figure 3: Work Breakdown Structure
(Source: Created using Visio)
Task 4: Risk Analysis
Risk Risk Type Risk
Likelihood
Risk
Impact
Risk management strategies /
mitigations
Improper
resource
allocation
Scheduling Risk Medium high The project manager has the
responsibility for allocating all
the resource to carry out the
project. A proper project
management plan is to be made

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before starting the project.
No proper
time
allocation
Scheduling Risk High High The project manager should
include all the resource in the
project and should monitor that
all the activities are completed
properly at a scheduled time.
Proper scheduling management
would help to complete the
project on the scheduled time.
No proper
budget
estimation
Budget Risks Low High The financial manager in the
project has the responsibility to
look after the budget of the
project. The financial manager
should complete the project
within the specified budget that
is allocated in the project plan.
No proper
tracking of
finances
Operational Risks Low medium A project manager has the
responsibility to track the
allocation of funding of the
project.
An
unexpected
change in
Change
management risks
Medium High The project manager and the
director of the project have a
responsibility to manage the

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project scope change management risks in the
project.
Risk management includes a process that is mainly used by the project managers for
minimizing all the potential problems in the project that affects negatively and also affects the
timetable of the project (Pajares et al. 2016). The risks in the project are unexpected, and that
might happen due to people involved in the project, the processes that are included, technology
as well as the resources in a project. Risk in the project are to be adequately prepared and risk
mitigation plan is to be involved in the project to avoid risks in the reject.
Any risk in the project might have a potential impact on the project timeline. The
performance of the project and the budget of the project is also changed due to project risk. Risk
includes potentialities and project management issues are to be solved in the project. Risk
management includes identifying the process, categorizing it, prioritizing the risks and planning
the risks prior they become issues in the project. The diagram below shows the project risks that
might occur in the project.
There are basic project management processes that are to be followed to manage the risks
in a project. The risk management process includes:
1. Identifying risk: The first step that is to be taken to manage the risk is to identify all
different risks that the project might face while in progress (Qazi et al. 2016). All the risks are to
be identified and appropriately described so that other project members get to know about the
risks in the project. A wide number of techniques are available to find out the risks and

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prioritizing them on basis of their impact and likelihood in the project. The project risk register is
to be developed in the risk identification phase.
2. Analyzing risk: After identifying the risk, the project risk analyst has the responsibility
to analyze the risks in the project. The project analyst needs to find the likelihood of risks and the
consequence the risks have on their project. The nature of risk is to be identified in the
undertaken project, and the potential effect of project objectives and goals is to be defined in the
project. The likelihood and impact of the risks are also to be included in risk register. Others
should be informed about the impact and probability of those risk.
3. Evaluating risk: After analyzing the risk, the risk is to be evaluated, and the magnitude
of the risk is to be identified. In the evaluation process, a combination of risk evaluation,
including the impact and likelihood is some and risk prioritization is done accordingly (Xia et al.
2018). The risk analyst makes the decision whether the risk is acceptable or not and for high
priority risk, preventive measures are to be taken. Project risk analysts also decide whether to
rank the risk and add them to the risks register.
4. Treating the risk: In the risk treating process, proper planning about risk response is
done. In the risk treatment process, the highest-ranked risks are to be treated properly. A proper
plan is to be set out to treat the risks included in the project. A proper project plan is to be set out,
and a proper treatment plan is to be carried out in the project. Treatment measures help to control
the risks and prevent them from further impacting the project.
5. Monitor risk and review risk: The risks that affect the project are to be monitored in the
risk register, and the risk is to be tracked and review from time to time.

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Figure 4: Risk Matrix
(Source: Created using Visio)

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Bibliography
Dandage, R.V., Mantha, S.S., Rane, S.B. and Bhoola, V., 2018. Analysis of interactions among
barriers in project risk management. Journal of Industrial Engineering International, 14(1),
pp.153-169.
Joslin, R., 2019. Project Management Methodologies, Project Success, Project Governance,
Contingency Theory, Agency Theory, and Stewardship Theory. In Project Management
Methodologies, Governance and Success (pp. 17-30). Auerbach Publications.
Pajares, J., Poza, D., Villafañez, F. and López-Paredes, A., 2017. Project management
methodologies in the fourth technological revolution. In Advances in Management
Engineering (pp. 121-144). Springer, Cham.
Qazi, A., Quigley, J., Dickson, A. and Kirytopoulos, K., 2016. Project Complexity and Risk
Management (ProCRiM): Towards modelling project complexity driven risk paths in
construction projects. International journal of project management, 34(7), pp.1183-1198.
Qazi, A., Quigley, J., Dickson, A. and Kirytopoulos, K., 2016. Project Complexity and Risk
Management (ProCRiM): Towards modelling project complexity driven risk paths in
construction projects. International journal of project management, 34(7), pp.1183-1198.
Rodriguez, M.J.G., Montequin, V.R., Baisera, J.M.V. and Suarez, R., 2017. Comparing Agile
and Traditional Methodologies of Project Management for Software Engineering. Scientific
Publications/University of Economics in Katowice, pp.64-75.

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Vhutshilo, M., Kadyamatimba, A., Ochara, N.M. and Tutani, D., 2018, October. Factors
Influencing the Design of Unbounded Rule-Based Expert Architecture for Selection of Software
Development Methodologies. In 2018 Open Innovations Conference (OI) (pp. 155-160). IEEE.
Xia, N., Zou, P.X., Griffin, M.A., Wang, X. and Zhong, R., 2018. Towards integrating
construction risk management and stakeholder management: A systematic literature review and
future research agendas. International Journal of Project Management, 36(5), pp.701-715.
Fleming, Q.W. and Koppelman, J.M., 2016, December. Earned value project management.
Project Management Institute.