Gold Coast Commonwealth Games Beach Party Project Plan

This Project Management Plan (PMP) outlines the comprehensive project plan for the Commonwealth Games Beach Party, a social event held in Surfers Paradise during the 2018 Commonwealth Games. Created by ZYX Event Management and the Gold Coast City Council, the plan focuses on key project management areas, including integration, scope, schedule, cost, quality, human resources, communication, risk, and procurement management. It details the project's objectives, deliverables, constraints, and assumptions. The plan emphasizes the importance of effective governance, change management, and stakeholder engagement to ensure project success. Detailed sections cover scope management, including requirement gathering and work breakdown structure (WBS); schedule and cost management; quality assurance and control; human resource and communication strategies; and comprehensive risk and procurement management plans, including vendor management and performance metrics. Appendices provide supporting documentation, such as governance structures, change control procedures, WBS details, and risk registers, ensuring a robust and well-defined approach to project execution and delivery by the specified implementation date.

Commonwealth Games Beach Party

Executive Summary
The purpose of this Project Management Plan (PMP) is to deliver a comprehensive project plan for
the Commonwealth Games Beach Party. It was jointly created by the ZYX Event Management, an
expert event management company that will handle the delivery of this prestigious social event and
the Gold Coast City Council.
Explicit objectives were to discuss the breadth and depth of necessary project management knowledge
areas’ relevance and significance to the project’s objectives’ and outcome.
The Commonwealth Games Beach Party will be held in Surfers Paradise in Gold Coast in line with
the opening ceremony of 2018 Commonwealth Games on the 4th of April 2018. The said social event
will aim to be the extended area for those people that will not be able to take part into the opening
ceremony of the 2018 Commonwealth Games. Challenges which often lead to problems in managing
this kind of social event project will somehow face the occurrence in the real world. Therefore,
particular emphasize in this PMP was placed on the goals and risks of individual sections that will
include controls and mitigations that are relevant to the success of the project. This concludes that
with the right identification, analysis, control and mitigation, project will proceed and will be
delivered on the specified implementation date which will be on the 4th of April 2018.
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Table of Contents
Executive Summary...............................................................................................................................2
1. Integration Management...............................................................................................................7
1.1. Project Governance and Project Team Structure...................................................................7
1.2. Governance Structure............................................................................................................7
1.3. Governance Management Process........................................................................................7
1.4. Change Management.............................................................................................................7
1.5. Change Control......................................................................................................................8
2. Scope Management.......................................................................................................................8
2.1. Plan Scope Management.......................................................................................................8
2.2. Collect Requirements.............................................................................................................8
2.2.1. Business Requirements..................................................................................................9
2.2.2. Stakeholder requirements.............................................................................................9
2.2.3. Solution requirements.................................................................................................10
2.2.4. Project requirements...................................................................................................10
2.3. Project Scope Statement.....................................................................................................10
2.3.1. Deliverables.................................................................................................................11
2.3.2. Project Exclusion..........................................................................................................11
2.3.3. Constraints...................................................................................................................11
2.3.4. Assumptions................................................................................................................11
2.3.5. Create Work Breakdown Structure (WBS)...................................................................12
2.3.6. Validate Scope.............................................................................................................12
2.3.7. Scope Control...............................................................................................................12
3. Schedule Management................................................................................................................13
4. Cost Management Plan................................................................................................................13
4.1. Cost Management Approach...............................................................................................14
4.2. Measuring Project Costs......................................................................................................14
4.3. Reporting Format.................................................................................................................16
4.4. Cost Variance Response Process..........................................................................................16
4.5. Cost Change Control Process...............................................................................................16
4.6. Project Budget.....................................................................................................................16
5. Quality Management Plan...........................................................................................................17
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5.1. Quality Planning...................................................................................................................17
5.2. Quality Assurance................................................................................................................18
5.3. Quality Control.....................................................................................................................19
6. Human Resource Management...................................................................................................19
6.1. Commonwealth Games Beach Party Team Structure..........................................................19
6.2. Team Qualification and Responsibilities..............................................................................20
6.3. Developing the Human Resource Plan.................................................................................20
7. Communication Plan....................................................................................................................20
7.1. Objectives............................................................................................................................20
7.2. Significance of Communication Plan....................................................................................21
7.3. Communication Tools..........................................................................................................21
7.4. Metrics Collection................................................................................................................21
7.4.1. Regular Communication Plan.......................................................................................21
7.4.2. Event Phase Communication Plan................................................................................21
7.5. Stakeholder Management Plan............................................................................................22
8. Risk Management Plan................................................................................................................22
8.1. Risk Introduction..................................................................................................................22
8.2. Constraints...........................................................................................................................23
8.3. Establish the Context...........................................................................................................23
8.3.1. External Context..........................................................................................................23
8.3.2. Internal Context...........................................................................................................23
8.4. Risk Identification................................................................................................................24
8.4.1. Risk Analysis.................................................................................................................24
8.4.2. Risk Assessment...........................................................................................................24
9. Procurement Management.........................................................................................................26
9.1. Procurement Management Approach.................................................................................26
9.2. Procurement Definition.......................................................................................................26
9.3. Type of Contract to be used.................................................................................................27
9.4. Decision Criteria...................................................................................................................28
9.5. Vendor Management...........................................................................................................28
9.6. Performance Metrics for Procurement Activities................................................................28
9.7. Type of Contract to be used.................................................................................................29
9.8. Decision Criteria...................................................................................................................29
9.9. Vendor Management...........................................................................................................30
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9.10. Performance Metrics for Procurement Activities............................................................30
10. Conclusion...............................................................................................................................31
REFERENCES........................................................................................................................................32
APPENDICES:.......................................................................................................................................35
Appendix A – Governance Structure................................................................................................35
Appendix B - Change Control Procedure Steps................................................................................35
1. Change Request (CR)...............................................................................................................35
2. Subcontracted Effort................................................................................................................35
3. Reason/Justification:................................................................................................................36
4. Consequence of Disapproval...................................................................................................36
5. Budget Impact.........................................................................................................................36
6. Statement of the Schedule/Contract Milestone Impact..........................................................36
7. Contingency and Management Reserve..................................................................................36
8. Affected WBS...........................................................................................................................36
Appendix C –Deliverables for Commonwealth Games Beach Party Project....................................36
Appendix D - The Commonwealth Games Beach PartyProject Work Breakdown Structure (WBS).38
Appendix E - The WBS Dictionary....................................................................................................39
Appendix F – Schedule Management Plan......................................................................................42
1. Introduction.........................................................................................................................42
2. Schedule Management Approach........................................................................................42
3. Schedule Control..................................................................................................................42
Appendix G –Earned Value Analysis................................................................................................43
Appendix H -Defining the Change Management Process................................................................43
Appendix I - Team Qualification and Responsibilities......................................................................45
1. PROJECT DIRECTOR..............................................................................................................45
2. PROJECT MANAGER.............................................................................................................45
3. RISK MANAGER....................................................................................................................45
4. COST MANAGER...................................................................................................................45
5. HUMAN RESOURCE MANAGER............................................................................................45
6. QUALITY MANAGER.............................................................................................................45
7. PROCUREMENT MANAGER..................................................................................................46
Appendix J –Organisational Breakdown Structure..........................................................................46
Appendix K - Stakeholder Management Plan..................................................................................47
1. Introduction.........................................................................................................................47
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2. Stakeholder Identification....................................................................................................47
Assessment of Stakeholders........................................................................................................52
Appendix L - Risk Breakdown Structure...........................................................................................53
Appendix M - Risk Evaluation..........................................................................................................54
1. Risk Breakdown Structure....................................................................................................54
2. Risk Register.........................................................................................................................54
3. Risk Activity..........................................................................................................................54
3.1. Risk Cause........................................................................................................................54
3.2. Risk Consequence............................................................................................................54
3.3. Risk Evaluation.................................................................................................................54
3.4. Risk Mitigation.................................................................................................................54
3.5. Risk Responsibility............................................................................................................54
4. Risk Response......................................................................................................................55
4.1. Negative Response Strategies..........................................................................................55
4.2. Positive Response Strategies...........................................................................................55
4.3. Generic Response Strategies............................................................................................55
Appendix N - Risk Register...............................................................................................................56
Appendix O – Quality management.................................................................................................61
Appendix P - Minutes of Meeting........................................................................................................63
Peer Evaluation Sheet..........................................................................................................................73
Figure 1 - Project Hierarchy..................................................................................................................20
Figure 2 - Event Communication Diagram............................................................................................22
Figure 3 - Risk Management Flow Chart (RCH, 2014)........................................................................23
Figure 4 - Governance Structure............................................................................................................34
Figure 5 - Earned Value Analysis (Garrett, 2006).................................................................................42
Figure 6 - Defining the Change Management Process (Stoehr, 2002)..................................................42
Figure 7 - Organisation Breakdown Structure.......................................................................................45
Table 1 - Performance Measure Standards............................................................................................16
Table 2 - Firework Measurements.........................................................................................................18
Table 3 - Risk Levels (Go Source, 2014)..............................................................................................24
Table 4 - Risk Level Matrix...................................................................................................................25
Table 5 - Legend and Management Action Needed..............................................................................25
Table 6 - Risks Considered in Analysis.................................................................................................25
Table 7 - Procurement Schedule............................................................................................................27
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Table 8 - Procurement Metrics..............................................................................................................29
Table 9 - Deliverables for Commonwealth Games Beach Party Project...............................................36
1. Integration Management
1.1.Project Governance and Project Team Structure
In order to establish a clear structure of governance it is necessary to ensure that the project runs
according to the plan and the event is delivered within proper scope and agreed quality.
1.2.Governance Structure
The governance structure plays a vital role in establishing a hierarchy of decision-making
responsibilities of the Project Team and the main Fireworks Show Project accountabilities (see
Appendix A). This structure enables the Project Team to get a clear command chain understanding
designating and leading activities in different areas and holding the responsibility for the targets. The
Project Director is authorized to have the ultimate decision-making for the project variance (Ansoff,
Declerk, & Hayes, 1976). In addition, he has to approve changes applied to the governance structure
and is responsible for communicating decisions with the key stakeholders and clients. The
stakeholders and the Divisional Manager should ensure the project manager’s facilitation is all project
related issues.
The Project Team sets a methodical approach to ensure that all parts of the project management plan
are effectively communicated to the whole team and the clients. This approach uses a project lifecycle
comprising 4 stages that are chronologically set. These stages are represented in Appendix A – Figure
1.
1.3.Governance Management Process
The Management Team is responsible for checking the consistency with the project scope objectives
during the phase of pre-planning (Garland, 2009). During this stage, the teams should set the
procedures and present the entire event’s feasibility report. After the pre-planning stage, the
Management Team is likely to review the completed work ensuring its consistency with the project
scope and objectives. The Management Team will review all phases of the project checking their
delivery and improvements (Dwise, 2011). The project Team is able to move to the next phase only in
case the Management Review Team approves and indicates the satisfactory completion of the
previous phase.
1.4.Change Management
The Project Management Team follows a ‘scope change plan’ that is previously redesigned.
According to the plan, the Project Team should first as per this scope change plan, the Project team
will first analyse and estimate the consequences of these changes including schedule changes,
material changes, quality changes, and budgetary changes. These changes may have a negative
influence on the project, but the Project Team is responsible for determining the alteration impact.
Before making any changes, the Project Management will assess the influence on the project
lifecycle. After the approval of these changes, they may be integrated into an updated plan.
This procedure is usually applied to all levels of the project’s Work Breakdown Structure
(WBS). The process of a baseline change management is applicable from the change request form
initiation to the approval process including the change incorporation into the project’s PMB and all
documents associated with the technical baseline. This procedure is also applied to the process of a
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new work change control directed by the customer. A change may be initiated by any participant of
the project. As a rule, the participant who is directly affected by the change is responsible for the
change initiation. Hence, the Project Manager is responsible for reviewing documentation and
ensuring their appropriateness to substantiate the change that includes alterations to the already
approves schedule, scope, and budget (Collyer, & Warren, 2009).
The Project Controls supports the Project Manager through the determination of the budget
and schedule influence, as well as the validation of the Change Requests. At the same time, the
Project Manager checks whether the process of change control is appropriately used and ensures that
it is not a reactive mechanism. The changes to the project baseline that aim at eliminating poor
performance of the project is not approved (Lock, 2003). In addition, the same happens to the baseline
changes related to the elimination of variances at the beginning of a fiscal year. In case no change
requests get approval, an entry in the change control log are made contrary to the baseline
adjustments. Thus, the project will continue its work until there is an approval and incorporation of
any request concerning the change and the baseline changes.
1.5.Change Control
The procedure of change control presupposes the documentation of changes to the Performance
Measurement Baseline (PMB) of the project including budget, scope, and schedule. Changes are
thoroughly determined and controlled to maintain the baseline integrity. It is not worth authorizing the
changes to mask schedule and cost variances that may be corrected by management actions. The steps
of the Change Control Procedure are represented in Appendix B.
2. Scope Management
Scope Management Plan includes processes that will be required to ensure that the project will be
implemented successfully based on the required given works. Based on PMBOK 2013, Scope
Management Plan is consists of six main processes to be used as a guide to carried out a successful
completion of every stage of the project. The six processes are as follows (PMBOK 2013):
6. Plan Scope Management
6. Collect Requirements
6. Define Scope
6. Create WBS
6. Validate Scope
6. Control Scope
2.1.Plan Scope Management
Scope Planning is the process of developing a scope management plan that will document a concise
and well defined scope, a scope that will be validated and controlled. The project team responsible for
The Commonwealth Games Beach Party project will be able to manage the project effectively by
having a well defined and concise scope. This will also allow the project team to understand the
assumptions and constraints being defined during the scope planning meetings and become aware that
the project will be operated under these circumstances. It will also allow them to verify and control
the scope should any issues arise throughout the project.
2.2.Collect Requirements
Collect Requirements are important process to accurately determine, document and manage the
stakeholders needs and requirements to meet the project objective. In the case of The Commonwealth
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Games Beach Party project, the project team together with the key stakeholders are gathered together,
to discuss and brainstorm the requirements needed to successfully provision a social event like a
beach partyasan added attraction to the 2018 Commonwealth Games. This social event will aim to be
an extension venue for those people that will not be able to get into the opening ceremony of the 2018
Commonwealth Games but a totally different setup as this will be a big beach party experience for the
guests and visitors. The defined requirements are agreed and accepted by the project team and
keystakeholders. Jonasson(2008) notes that the success of the project is impacted by the positive
involvement of stakeholders in the collection and decomposition of needs into project requirements.
In addition, the project requirements are consist of the quantified and documented needs and
expectations of the stakeholders, customers and sponsors. The requirements of The Commonwealth
Games Beach Party project can be identified and collected from a range of aspects in terms of the
requirements of business, stakeholders, solution, project, etc. (PMBOK, 2013).
The defined and collected detailed requirements for The Commonwealth Games Beach Party project
are as follows:
2.2.1. Business Requirements
The higher-level requests of the organization are included into business requirements like the business
issues and opportunities, as well as the reasons why the project has been undertaken. There are several
business requirements identified for The Commonwealth Games Beach Party Project such as:
(1) Providing a Commonwealth Games Beach Party as an extension venue to the 2018
Commonwealth Games. This Commonwealth Games Beach Partywill provide a source of
engagement, interaction, excitement and exhilaration for the visitors and guests and an
anticipated 2,000 to 5,000 party goers will be attending.
(2) Making sure that the project completed successfully and sufficiently satisfied the needs of the
sponsors, key stakeholders and customers.
(3) Establishing a reputation for the event organization with the capacities to organise a complex
events.
(4) Keeping the total project cost to $200,000
2.2.2. Stakeholder requirements
Some of the identifiedkey external stakeholders for The Commonwealth Games Beach Party project
are consisting of the local government, customers and vendors. The Gold Coast local council and the
Commonwealth Games Committee will benefit from setting up this Commonwealth Games Beach
Party as an extension venue for the 2013 Commonwealth Games as this will cover guests ad visitors
that will be not be able to take part onto the opening ceremony of the 2018 Commonwealth Games.
With this, the requirements of the local government and its committee include:
(1) Running thepyrotechnic display for 30 minutes starting 7pm at the opening day of the 2018
Commonwealth Games which will be on the 4th April 2018 in Gold Coast, Australia.
(2) Provisioning of food and market stalls, a big projector screen that will show the actual
opening ceremony of the 2018 Commonwealth Games, live music, DJ and special guests’
performers.
(3) Selecting a practical and safe site for Commonwealth Games Beach Party
(4) Provisioning of the site required facilitiessuch as the following:
a. Accommodation – allowing an area of at least 0.5 square metres per person, so
overcrowding will not happen; accommodation for spectators with disabilities
b. Exits
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c. Safety Barriers
d. Fire-Fighting
e. First-aid
f. Emergency Access
g. Public Address
h. Litter Management
i. Car Parking
j. Crowd Safety
2.2.3. Solution requirements
Solution requirements illustrate the project features, functions, and characteristics that will meet the
business and stakeholder needs (PMBOK, 2013). Some of the functional and non-functional solution
requirements identified for this Commonwealth Games Beach Party project include.
(1) Selecting a qualified contractor to run the food and market stalls, pyrotechnic display and
entertainment, this includes setting up of individual vendors/participants’ space/area, supply
of material, foods and beverages and other merchandise to be sold during the event. For the
pyrotechnic display, this includes supply, transport, set-up, fire, tear-down and dispose the
fireworks display for an amount not to exceed $200,000.
(2) Making sure that the contractor will itemize the list with full description of all the fireworks
materials that will be used in the pyrotechnic display to ensure that they are compliant with
the Fire and Safety Regulations and related laws.
(3) Making sure that the services to be performed by the contractor must be in compliance with
all provisions of local and national regulations and all other applicable laws and safety
regulations.
2.2.4. Project requirements
Project requirements describe the actions, processes or other conditions in order to match the needs of
the project to implement (PMBOK, 2013). The following key project requirements that have been
identified for this project are:
1. The whole project expenditure should be controlled in project estimating budget analysis, and
the excessive expenditure should be less than 10% of total cost, only if unavoidable.
2. The project plan should be finalised and accepted prior to the 2018 Commonwealth Games.
3. The project will be ready for implementation on the 4th of April 2018 which will be the opening
day ceremony of the 2018 Commonwealth Games.
2.3.Project Scope Statement
Based on the consolidated gathered information from the series of meetings, discussions from the
lessons learned from the previous the same project, detailed analysis of the developed scope
management plan, and requirements documentation, the project team has come up with the detailed
project scope statement for the Commonwealth Games Beach Party project. This project scope
statement documents the entire scope of The Commonwealth Games Beach Party project. It describes,
in details, the project’s deliverables and the work required to create these defined deliverables. It
enables the project team to perform in a more detailed planning, guides them during the project
execution and it also provides the baseline for evaluating the requests for changes or additional work,
whether these requests are within the project inclusion or outside the project boundaries (PMBOK,
2013).
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The Commonwealth Games Beach Party project will be provided as an extension venue for the 2018
Commonwealth Games for those people that will not be able to take part on the opening ceremony of
the 2018 Commonwealth Games on the 4th of April 2018. This Commonwealth Games Beach Party
will provide a source of engagement, interaction, excitement and exhilaration for the visitors and
guests and an anticipated 2,000 to 5,000 party goers will be attending. The Commonwealth Games
Beach Party will be setup in a practical and safe location along the area of Surfers Paradise in Gold
Coast. Appointed location should be designed according to the required area plan as stated in the
official guidelines in setting up a social event like this beach party. The food and market stalls will be
positioned in a strategic area within the location to cover all the guests and visitors attending the
party. The allocated fireworks display area will be equipped with the safe facilities such as
accommodation including accommodation for people with disabilities, exits, safety barriers, fire-
fighting, fire-exits, emergency access, public address, litter management, car parking and crowd
safety. These facilities should ensure that all spectators will be safe before, during and after the
fireworks display event. The Fireworks Display will be provided and setup by the qualified
pyrotechnics service provider and the actual fireworks display will only be operated and handled by
the certified pyrotechnics operator/specialist. The Commonwealth Games Beach Party project will not
be exceeding to $200,000 budget.
2.3.1. Deliverables
Project deliverables contain any unique and verifiable product, result, or capability to perform a
service that is required to be produced to complete a process, phase, or project. Deliverables also
include ancillary results, such as project management reports and documentation (PMBOK 2013).
The agreed deliverables for The Commonwealth Games Beach Party project are divided into five
aspects based on project WBS. Defined deliverables for the Commonwealth Games Beach Party
Project are described in Appendix C – Table 1: Deliverables for Commonwealth Games Beach Party.
2.3.2. Project Exclusion
Project exclusion identifies the work that is excluded from the project. It needs to be clearly stated
from the start on what is out of scope for the project to help managing the stakeholders’ expectations
(PMBOK, 2013).In the Commonwealth Games Beach Party project it has been clearly defined that
the planning and implementation of 2013 Commonwealth Games are not included onto this Fireworks
Display project even though their activities are align and complimenting to each other.
2.3.3. Constraints
It is highlighted that a range of project limiting factors may affect the project execution (PMBOK,
2013). Therefore, in the constraints stages, the specific external or internal limitations and restrictions
connected with the project scope are identified. TheCommonwealth Games Beach Party project
constraints include:
1. The project implementation cost may exceed the budget due to some additional requirements to
the materials and facilities required.
2. The required high quality products to deliver the fireworks are not available.
3. A lack of qualified contractor that will suitable to the required event.
4. A lack of qualified resources that will operate and handle the fireworks equipment.
5. The location is not suitable to safely operate the fireworks display and social event itself such
assetting up of entertainment facilities.
6. The weather is not suitable to run the Commonwealth Games Beach Party.
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2.3.4. Assumptions
According to Project Management Institute (2013), assumption is a factor in the planning process that
is considered to be true, real, or certain, without proof or demonstration. Assumption also illustrates
the potential effect of those factors. Project team needs to frequently identify, document, and validate
assumptions as part of their planning process. The project assumptions include:
1. The project timeline is not crucial.
2. Qualified resources are available to operate the entire social event as well as fireworks
requirements.
3. All materials required will be available and delivered on the agreed delivery schedule.
4. The weather condition is suitable to run the Commonwealth Games Beach Party.
5. Additional work excluded in the project scope will be assessed. If the work should be included
into project, a variation will be applied.
6. All project works are supported by the local council.
7. Client will approve the completion of project.
8. The project cost is less than $200,000.
2.3.5. Create Work Breakdown Structure (WBS)
Create Work Breakdown Structure (WBS) is the process of subdividing project deliverables and
project work into smaller and more manageable component to get a clear picture of the works that
need to be delivered in an appropriate manner (PMBOK, 2013). Through the use of WBS, the
Commonwealth Games Beach Party project deliverables and works are divided into smaller and more
manageable items in order to offer a structured vision of what has to be delivered. It has been divided
into five main phases representing a decomposition of all project management, product and project
work. The five phases include: Project Management (1), Planning (2), Procurement (3), Execution (4)
and Closure (5). Within each phase, the WBS sets out major deliverables and subcomponents for
completing each major deliverable. Each deliverable and subcomponent is numbered in the order
they should be completed allowing the WBS to aid in tracking the progress of the project.
WBS for Commonwealth Games Beach Party Project can be found in Appendix D and the WBS
Dictionary can be found in Appendix E.
2.3.6. Validate Scope
After a thorough review of The Commonwealth Games Beach Party‘s developed Project Management
Plan and Requirement Documentation, the sponsors have been validated and accepted the defined
deliverables for The Commonwealth Games Beach Party Project. With this process, scope has been
validated and formalized the acceptance of The Commonwealth Games Beach Party completed
project deliverables (PMBOK, 2013). The Project Management team for The Commonwealth Games
Beach Party project has developed the following acceptance criteria:
 The requirements as detailed by the standards committee are complete
 Actual cost of project meets or is under the initial budget
 Project completion meets with no reported incident
 Sign off from both the Commonwealth Games Beach Party Project Committee and the Gold
Coast City Council that the project achieves the required deliverables.
2.3.7. Scope Control
As this project involves community safety and alignment to a key event, it is crucial that the project
scope should be monitored and controlled. Controlling the project scope ensures all requested
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changes and recommended corrective or preventative actions will be going through the proper change
control process (PMBOK, 2013). A scope change process will ensure that if any stakeholder requests
a change to the project scope, it will be documented and approved through a process that appeases all
parties. The process allows the project manager to consult with relevant stakeholders and assess
implications in regard to the cost, time and resource elements of the project.
The Commonwealth Games Beach Party Project Team suggests the following scope control
measures:
 A scope change can only be recommended by any stakeholders
 The proposed change must be in writing submitted to the project team with the details of
required changes, the reason for the change and the impact of the requested changes on the
project
 The justification of the change will be validated by the Commonwealth Games Beach Party
project team and the assessment will be submitted to Project Manager
 Approval of change will require authorization from the Project Manager
 Every scope change will be assessed against risks in order to assess any potential risks in
costs baseline, schedule and business processes.
3. Schedule Management
The project schedule establishes the way in which the project will be executed throughout its
lifecycle. The schedule provides an integral management reporting and implementation tool for the
project team and other key stakeholders. Key milestones and activities within the schedule are used in
monitoring and performance management, providing a baseline for time where changes and
deviations can be compared. The project schedule for the 2018 Commonwealth Games Beach Party
has been developed using activities found in the WBS, and includes the following key milestones;
 Initiation
 Planning
 Procurement
 Execution
 Closure
For a detailed view of the Commonwealth Games Beach Party Schedule Management Plan, refer to
Appendix F.
4. Cost Management Plan
The Cost Management Plan should clearly define how the costs on a project will be managed
throughout the project. It will set the format and standards by which the project costs are measured,
reported and controlled (PMI, 2013). The Cost Management Plan:
 This will Identify the person is responsible for managing costs,
 identifies who has the authority to approve changes to the project and the project budget,
 also how cost performance is measured and reported upon,
 in addition, this plan will provide guidance on the projects’ report formats, frequency and to
whom they are presented.
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For this project, the Project Manager will be responsible for managing and reporting on the project’s
cost throughout the duration of the project. During the scheduled meeting times such as a project
status meeting, the Project Manager will meet with sponsor/client to present and review the project’s
cost performance for the preceding set periods. Performance will be measured using successful
completion of the fireworks display according to the duration of the event. The Project Manager is
responsible for accounting for cost deviations and presenting 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.
4.1.The Approach
This section will explain the methodologies to cost management for this project. This project will not
use a Project Management Information System so there will be a need to determine which level of the
WBS can most effectively manage the project’s costs from. The further down in the WBS, the more
detailed the cost management is. However, there should a balance in the granularity at which to
manage costs against the amount of effort it takes to manage at that level. The more granular the cost
management, the more work is necessary to manage it.
Costs for this project will be managed at the fourth level of the Work Breakdown Structure (WBS).
Control Accounts (CA) will be created at this level to track costs. Earned Value calculations for the
CA’s will measure and manage the financial performance of the project. Although activity cost
estimates are detailed in the work packages, the level of accuracy for cost management is at the fourth
level of the WBS. Credit for work will be assigned at the work package level. Work started on work
packages will grant that work package with 50% credit; whereas, the remaining 50% is credited upon
completion of all work defined in that work package. Costs may be rounded to the nearest dollar and
work hours rounded to the nearest whole hour (Piscopo, 2013a).
Cost variances of +/- 0.1 in the cost and schedule performance indexes will change the status of the
cost to cautionary; as such, those values will be changed to yellow in the project status reports. Cost
variances of +/- 0.2 in the cost and schedule performance indexes will change the status of the cost to
an alert stage; as such, those values will be changed to red in the project status reports. This will
require corrective action from the Project Manager in order to bring the cost and/or schedule
performance indexes below the alert level. Corrective actions will require a project change request
and must be approved by the Project Sponsor before it can come within the scope of the project
(Piscopo, 2013a).
4.2.Determining Project Costs
This section defines how the project’s costs will be measured. The PMBOK focuses on Earned Value
Management for measuring and controlling a project’s costs (PMI, 2013) and will be used in this
project. Earned Value Management is a broad and powerful tool for not only big projects but most all
projects (Fleming & Koppelman, 2002).
This section will detail how to measure the project costs. What Earned Value measurements will be
captured and reported upon. Since this project will have the end product evident in a span of days and
only the bulk of the organisation is done before hand there will not be a need for project management
software although other third party applications for communication and scheduling will be used most
will be free or already paid for. Forecasting future project costs will be done using lesson learnt from
previous and current projects. Cost performance over schedule activities will be reviewed.
14

This project will measure four Earned Value measurements; Schedule Variance (SV), Cost Variance
(CV), Schedule Performance Index (SPI) and Cost Performance Index (CPI). For most typical
projects these four measurements can provide enough insight for effective management without
overburdening the Project Manager with Earned Value calculations and measurements(Piscopo,
2013a).
Schedule Variance (SV) is a measurement of the schedule performance for a project. It’s calculated
by taking the Earned Value (EV) and subtracting the Planned Value (PV). Since EV is the actual
value earned in the project and the PV is the value our project plan says we should have earned at this
point, when we subtract what we planned from the actual we have a good measurement which tells us
if we are ahead or behind the baseline schedule according to our project plan. If SV is zero, then the
project is perfectly on schedule. If SV is greater than zero, the project is earning more value than
planned thus it’s ahead of schedule. If SV is less than zero, the project is earning less value than
planned thus it’s behind schedule.
Cost Variance (CV) is a measurement of the budget performance for a project. CV is calculated by
subtracting Actual Costs (AC) from Earned Value (EV). As we already know, EV is the actual value
earned in the project. AC is the actual costs incurred to date, thus when we subtract what our actual
costs from the EV we have a good measurement which tells us if we are above or below budget. If
CV is zero, then the project is perfectly on budget. If CV is greater than zero, the project is earning
more value than planned thus it’s under budget. If CV is less than zero, the project is earning less
value than planned thus it’s over budget (Piscopo, 2013a).
Schedule Performance Index (SPI) measures the progress achieved against that which was planned.
SPI is calculated as EV/PV. If EV is equal to PV the value of the SPI is 1. If EV is less than the PV
then the value is less than 1, which means the project is behind schedule. If EV is greater than the PV
the value of the SPI is greater than one, which means the project is ahead of schedule. A well
performing project should have its SPI as close to 1 as possible, or maybe even a little less than 1.
Cost Performance Index (CPI) measures the value of the work completed compared to the actual cost
of the work completed. CPI is calculated as EV/AC. If CPI is equal to 1 the project is perfectly on
budget. If the CPI is greater than 1 the project is under budget, if it’s less than 1 the project is over
budget.
Therefore, performance of the project will be measured using Earned Value Management. As stated
earlier, the following four Earned Value metrics will be used to measure to projects cost performance:
 Schedule Variance (SV)
 Cost Variance (CV)
 Schedule Performance Index (SPI)
 Cost Performance Index (CPI)
If the Schedule Performance Index or Cost Performance Index has a variance of between 0.1 and 0.2
the Project Manager must report the reason for the exception. 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. An
example of Earned Value Management in action can be seen in Appendix G – Figure 2: Earned Value
Analysis (Piscopo, 2013a).
15

Table 1 - Performance Measure Standards
Performance Measure Yellow Red
Schedule Performance Index (SPI) Between 0.9 and 0.8 or
Between 1.1 and 1.2
Less Than 0.8 or Greater
than 1.2
Cost Performance Index (CPI) Between 0.9 and 0.8 or
Between 1.1 and 1.2
Less Than 0.8 or Greater
than 1.2
4.3.Format of Reporting
Reporting for cost management will be included in the monthly project status report. The Monthly
Project Status Report will include a section labelled, “Cost Management”. This section will contain
the Earned Value Metrics identified in the previous section. All cost variances outside of the
thresholds identified in this Cost Management Plan will be reported on including any corrective
actions which are planned. Change Requests which are triggered based upon project cost overruns
will be identified and tracked in this report.
4.4.CVRP - Cost Variance Response Process
This section of the Cost Management Plan defines the control thresholds for the project and what
actions will be taken if the project triggers a control threshold. As a part of the response process the
Project Manager typically presents options for corrective action to the Project Sponsor who will then
approve an appropriate action in order to bring the project back on budget. The Project Manager may
propose to increase the budget for the project, reduce scope or quality, or some other corrective
action.
The Control Thresholds for this project is a CPI or SPI of less than 0.8 or greater than 1.2. If the
project reaches one of these Control Thresholds a Cost Variance Corrective Action Plan is required.
The Project Manager will present the Project Sponsor with options for corrective actions within five
business days from when the cost variance is first reported. Within three business days from when the
Project Sponsor selects a corrective action option, the Project Manager will present the Project
Sponsor with a formal Cost Variance Corrective Action Plan. The Cost Variance Corrective Action
Plan will detail the actions necessary to bring the project back within budget and the means by which
the effectiveness of the actions in the plan will be measured. Upon acceptance of the Cost Variance
Corrective Action Plan it will become a part of the project plan and the project will be updated to
reflect the corrective actions (Piscopo, 2013a).
4.5.CCCP - Cost Change Control Process
The cost change control process will follow the established project change request process.
Approvals for project budget/cost changes must be approved by the project sponsor. Since the sponsor
is also the client for this project, all changes should be detailed and submitted prior to the
implementation of this change. If need be a no-cost change request should be implemented before a
cost change can be submitted(Stoehr, 2002). The contractor (in this case Fireworks Australia) should
be following this and not implementing any unwarranted change without prior approval from the
sponsor. A procedural approach for change management can be seen in Appendix H – Figure 3:
Defining the Change Management Process (Stoehr, 2002).
16

4.6.The Budget
The budget for this project is detailed below. Costs for this project are presented in the following
table:
Total Project capital: $200,000
Reserve Capital: $88,000
Fixed costs include venue hire before and after each project phases for project meetings. This involves
hire costs of the venue and catering. Material costs include the crowd control fence, site design,
appropriate permits fees, risk inspections, tools and equipment for cleaning. The extra costs involve
printing and advertising for the event. The labour costs involve the hiring of medical first aiders’
though out the event, security personnel for crowd control and safety purposes and the hiring of the
pyro technicians and fireman for the duration of the event.
5. Quality Management Plan
Quality management is a critical element of any project management plan especially when the project
outcome is directly interacted with the customers. As a result, failing to meet the planned quality
might lead to severe negative consequences to the project sponsor (Bota, 2013). The fireworks are
expected to be one of the most attractive events in commonwealth games 2018. Consequently, failure
to meet the visitors’ expectations could badly affect the organizer committees as well as the county
reputation.
In order to avoid any kind of quality failures, PMI PMBOK suggests that the quality management
should contain three processes which are quality planning ( QP), quality assurance ( QA) and quality
control ( QC).
5.1.Quality Planning
There are several quality standards related to the fireworks need to be considered. According to the
Department of Natural Resources and Mines of the Queensland government the license of operating
fireworks has to be obtained before starting any fireworks function. This license will verify the
operator qualifications which include the following:
 A minimum of three years’ experience as fireworks operator.
 Satisfactory complete an approved course of training as fireworks contractor.
 Demonstrate the safety management system.
 Have sufficient public liability insurance.
17

Moreover, the safe distance has to be maintained as attached in the appendices and the
fireworks event advertisement need to be announced to the public a minimum of seven days
before the event to avoid any conflict with the other events (New South Wales government,
2013). In addition, equipment that is used for the fireworks event need to be well packed with
no damages and has to be handled with care during transportation and storage. Event technical
manager has to inspect the equipment on arrival for any wear or damages. For every five
cartons of fireworks one carton has to be checked for any defects (American fireworks
standards laboratory, 2009).
On site measurements need to be done for the fireworks devices as following:
Table 2 - Firework Measurements
Height 1.5 meters
Base 2 meters
Inside tube diameter 2.5 inches
Number of tubes per device 5 tubes
Tilting angle 60 degree
The fireworks event should last from 15 to 20 minutes with three different themes I order to
have a unique fireworks show. The residual materials have to be removed from site and the
area housekeeping has to be done once the event is over. The deliverables quality plan is
attached as appendix O.
5.2.Quality Assurance
The quality plan will be checked and confirmed by a committee which consists of Maritime
Safety Queensland Authority representative, representative of common wealth games organizer
and the project team representative. This team will ensure the quality proposal is in place. The
following are a series of actions will be taken by the committee:
 Check the validity of fireworks contractor licence
 Check the qualification of the fireworks operator and their experience.
 Approve the safety management system of the event and the required insurances.
 Check the fireworks device specifications against the quality plan.
 Confirm the event date and timing which should match the event advertisement.
 Check the fireworks for any damages and defects as per the quality plan.
 Approve the safe distance.
 Confirm the event duration 15-20 minutes and the themes.
 Approve the site housekeeping and the removal of all related materials.
All the aforementioned actions have to registered and signed by the committee members in
order to have an evidence that the predetermine quality plan has been fulfilled by the event
operators. Furthermore, any gaps or suggestions found during the quality assurance shall be
registered and review with the fireworks operator.
18

5.3.Quality Control
There will be continuous monitoring and controlling actions throughout the show which will control
the quality during the event. These actions will evaluate the show and suggest any changes as needed.
The project manager will be responsible for the implementation of these actions. The actions are:
 Kick-off meeting with the project team to ensure quality plan is fully understood.
 Video record for the fireworks show for auditing.
 Ensure the barriers are in place throughout the show to prevent accidents.
 Report any quality violations to the project manager to get the correction actions.
The quality related issue found during the quality control process shall be analysed by the quality
manager. Then it will either be corrected instantly or send it back to the quality assurance to assess the
issue and suggest possible correction action which will improve the event quality.
6. Human Resource Management
Achieving a competitive advantage for any project in any organization depends on a good
management of human resources. It is considered as the main source of determining the quality of
organization's performance (Karen & Thomas, 2010). In order to a plan an effective Human
Resources System, it is essential to shed light on the framework of a project and insure suitable
positions for staff who will be working on the project (Munteanu, 2013). Moreover, the team that will
be working on the project have to be well prepared and recruitment to achieve the projects objectives.
According to PMBOK (2008), there are processes of Human Resource management mentioned
below:
 Human resource planning: This stage is essential where the plans and documents are
identified.
 Acquiring the project team: the manager organizes the members and gives each staff a
suitable position to work in the team.
 Developing the project team: Each member in the team should communicate and understand
each other's perspectives and ideas.
 Managing the project team: The mangers should assist and evaluate the team's performance
in order to avoid any mistakes.
6.1.Commonwealth Games Beach Party Team Structure
The hierarchy of the Commonwealth Games Beach Party Team for this project is described in the
following diagram:
19

Figure 1 - Project Hierarchy
6.2.Team Qualification and Responsibilities
The team qualifications and responsibilities for The Commonwealth Games Beach Party project can
be found in Appendix I.
6.3.Developing the Human Resource Plan
Human resources plans are all about training the staff to be more efficient and able to achieve success.
However, for this current project, the timeline has been set already. In other words, it is Important to
choose highly skilled staffs with long years of experience in their fields. As a result, this would ensure
that the project would be finished on time and avoid any mistake. Furthermore; the project manager is
the one who is responsible for choosing the right staffs for the right place to ensure the success of the
project. Several of management worries will be solved through efficient planning to designate
effective and experienced employees (Reza, 2013). The purpose of the Human resource plan is to
clarify the following:
 Acquiring Project Team
 Roles and Responsibilities
 Organizational chart
 Developing the Project Team
 Managing the Project Team
7. Communication Plan
It is necessary to have a goof communication plan that ensures appropriate
communication of the project processes and tasks. The entire project communication is based
on this plan.
7.1.Objectives
According to the PMBOK (2013), a communication plan has to be developed in
accordance with the following objectives:
 Communication planningthat helps to identify the needs of project stakeholders;
 Information distributionhelps to ensure that all information is accessible to the
stakeholders;
 Performance reportingenables proper development of process and report forecasts;
 Managing stakeholdersensure the inclusion ofevery change to provide sufficient time
for issue resolution.
20
Project
Director
HR
Manager
Quality
Manager
Cost
Manager
Risk
Manager
Project
Manager

7.2.Significance of Communication Plan
A communication plan should be developed on accordance with the project planning.
It is necessary to make every team member aware of the communication plan to help the staff
avoid any project related risk related to the communication failure.
7.3.Communication Tools
An effective communication plan requires the use of communication tools that help to
review tasks, assess risks, and evaluate project performance. These tools include project
meeting and project reports, memos, conferences, surveys, hotlines, media, print media such
as trade publications, national magazines and newspapers stakeholders, as well as other
people (Turner et al., 2010).
7.4.Metrics Collection
Effective communication requires from the Commonwealth Games Beach Party Team
to make the following:
7.4.1. Regular Communication Plan
It presupposes definition of different meeting types which is held by the
Commonwealth Games Beach Party Team to ensure effective communication between
stakeholders, sponsors, and team members, see Appendix J- Figure 4: Organisation
Breakdown Structure. A regular communication plan enhances the use of status reports and
regular meetings that boost effective communication (Roman, 2007). As a result, the
Fireworks Team employs a method of regular communication to encourage the appropriate
communication standard.
7.4.2. Event Phase Communication Plan
An event based communication plan is represented in Figure 5 – Event Phase
Communication Diagram. According to the Roman (2007), this communication type is
typical for the project execution or project delivery. Therefore, the Project Manager will have
all necessary information maintaining a communication line between the local authorities,
site supervisor, and emergency services.
21

Figure 2 - Event Communication Diagram
7.5.Stakeholder Management Plan
Stakeholder Management Plan details can be found in Appendix K
8. Risk Management Plan
8.1.Risk Introduction
Risk Management Plan (RMP) refers to a situation whereby a company or project group prepares its
planning on the techniques, planning and execution of managing risks. The objective of risk
management plan is the reduction of the likelihood of negative dangers that are related to cost,
quality, scope and time of the scheme as well as enhancing the likelihood of good views. The purpose
of the cycle of the scheme/project is to update these procedures (PMBOK, 2013). A risk register has
been included in Appendix N, and is a key document in the identification, analysis, evaluation and
treatment of risks.
22
Project Director
Site manager
Security
Project Manager
(event manager)
Local authority &
emergency
services

Figure 3 - Risk Management Flow Chart (RCH, 2014)
8.2.Constraints
This risk management plan incorporates all relevant risks involved in the project management,
planning and implementation of the Commonwealth Games Beach Party.
8.3.Establish the Context
Establishing the context is the practice whereby an organization formulates its objectives, defines the
external and internal parameters to be taken into account when managing risk, and sets up the scope
and risk criteria for the remaining process.
8.3.1. External Context
The external context refers to organizational wide parameters such as:
 social,
 legal,
 regulatory,
 financial,
 natural and;
 Environmental.
8.3.2. Internal Context
The internal context is concerned with the internal organizations objectives. This will include
governance, organizational structure, policies, and strategies and ultimately, what internal strategies
need to be set in place in order to reach the organization’s objectives.
After examination and analysis on the internal and external contexts, the following risk categories
were adapted into the project:
 Schedule
 Environment
 Social Benefits
 Legal
 Community/Government/Social Reputation
23

8.4.Risk Identification
This section starts the process of risk identification, detailing the approaches and methods used for
identifying and recognising project risks. The risk breakdown structure (Appendix M) is an account of
all the risks related to the project and broken into work packages.
The register of the risks should be organized into points throughout the product lifespan. The revision
is supposed to be performed regularly too. Risk register which is a sub-plan of the project
management plan on the entire, is the most significant section of the risk management plan. It is the
responsibility of the Project Manager to organize, execute and review the certification of the register.
We may express risks as doubtful activities that may have positive and negative impact on at least one
project quality, cost, objective, and scope or time (PMBOK, 2013). To realize the yearned direction in
the project, the procedure should research expansively on the core causes for the positive chances and
negative risks.
8.4.1. Risk Analysis
Risk analysis consists of assigning a certain level of significance to each risk involved with the
Commonwealth Games Beach Party. Through the guidance of the risk management table illustrated in
Table 3 – Risk Levels, and the implementation of correct data input (in regards to likelihood and
consequence) it can be decided whether risk levels are low, medium, high or extreme.
Table 3 - Risk Levels (Go Source, 2014)
8.4.2. Risk Assessment
The efficiency and quality of the identification of the risk procedure could be improved by use of the
scheduled and all-inclusive procedures of categorizing risks. They are used as qualitative approaches
for ensuring specific scope of the project. In addition, they group the key areas of risks during the
specificity risk analysis.
In addition, the identified risks are categorized into five major forms by use of an easy approach of
constructed risk impact/effect matrix that could grasp the risk prioritization. After analysis of the
impacts outputs and probability in the table above, categorization is then made (Verma, 1996). As
stated in the following table, the matrix is used for the generation of the levels of risk which is finally
indicated by use of an alpha-numerical code.
24

Table 4 - Risk Level Matrix
Risk Level Matrix
Likelihood
Effect/Consequence
1 2 3 4 5
Insignificant Minor Moderate Major Catastrophic
5 Almost Certain M-5 M-10 H-15 H-20 VH-25
4 Likely M-4 M-8 H-12 H-16 H-20
3 Possible M-3 M-6 M-9 H-12 H-15
2 Unlikely L-2 M-4 M-6 M-8 M-10
1 Highly Unlikely L-1 L-2 M-3 M-4 M-5
Table 5 - Legend and Management Action Needed
Legend Description Action Required
VH Very High High degree of management planning and attention needed.
H High High degree of management planning and attention needed.
M Medium Moderate levels of management planning attention needed.
L Low Low levels of management planning and attention needed.
Table 6 - Risks Considered in Analysis
Risk Description Risk Level Risk Description Risk Level
Failure in security
(guards/fences)
M – 6 Insufficient firework quality M – 4
Minors obtain alcohol H – 15 Technical failures
(lighting/music)
M – 4
Planning failures M – 6 Insufficient catering H – 12
Lack of attendees M – 8 Harm caused by fireworks M – 10
Lack of toilet facilities M – 6 Schedule and cost overrun H – 12
Marketing failures M – 8 Permit failures M – 10
Unlicensed firework
technicians
M – 10 Breaking safety regulations M – 10
Lack of firemen M – 5 Intrusions by wildlife M – 6
Extreme temperatures M – 8 Traffic management failure M – 6
Human error from attendees M – 8 Wet weather H – 12
Overcrowding M – 9 Insufficient disabled facilities M – 8
Site layout failures M – 6 Water body encroachment H – 12
Ground condition failures H – 12 Project delays H – 12
25

9. Procurement Management Plsn
The purpose of the Procurement Management Plan is to define the procurement requirements for the
project and how it will be managed from developing procurement documentation through contract
closure. The Procurement Management Plan defines the following (Piscopo, 2013b):
 Items to be procured with justification statements and timelines
 Type of contract to be used
 Contract approval process
 Decision criteria
 Establishing contract deliverables and deadlines
 Vendor Management
 Performance metrics for procurement activities
This Procurement Management Plan sets the procurement framework for this project. It will serve as
a guide for managing procurement throughout the life of the project and will be updated as acquisition
needs change. This plan identifies and defines the items to be procured, the types of contracts to be
used in support of this project, the contract approval process, and decision criteria. The importance of
coordinating procurement activities, establishing firm contract deliverables, and metrics in measuring
procurement activities is included(Piscopo, 2013b).
9.1.The Approach
This Procurement Management Plan is defined enough to clearly identify the necessary steps and
responsibilities for procurement from the beginning to the end of this project. The project manager
must ensure that the plan facilitates the successful completion of the project and does not become an
overwhelming task in itself to manage. The project manager will work with the project team, sponsor,
and other key players to manage the procurement activities.
The Project Manager will provide oversight and management for all procurement activities under this
project. The Project Manager will work with the project team to identify all items to be procured for
the successful completion of the project. The Project team will then review the procurement list prior
to submitting it to the sponsor. The sponsor will review the procurement items, determine whether it
is advantageous to make or buy the items, and give the go ahead to the project team to begin the
vendor selection, purchasing and the contracting process(Piscopo, 2013b).
9.2.The Definition
The purpose of procurement definition is to describe, in specific terms, what items will be procured
and under what conditions. Sometimes items which must be procured for a project can be made
internally by an organization. Additionally, procurement deadlines are usually affected by the project
schedule and are needed by certain times to ensure timely project completion. This section is where
these items will be listed, justified, and the conditions are set. Any important technical information
will also be included. Individuals may also be listed with authority to approve purchases in addition to
or in the absence of the project manager(Piscopo, 2013b).
The following procurement items and/or services have been determined to be essential for project
completion and success:
26

Items needed for project use and completion
Item/Service Justification Needed By
Crowd control
barriers 3 sets of 40m
X 30m
Needed for cordoning off fireworks setup and non-
public areas.
April 4th, 2018
2 times advanced
first aiders
For medical emergencies. April 4th, 2018
Third party security
services
Needed for crowd control and crowd monitoring. April 4th, 2018
Fireworks services
company
We do not have our own fireworks; we need them to
setup and provide the different fireworks this project
will need.
April 4th, 2018
Portable toilets and
showers
Public toilets will not cater for all the visitors. April 4th, 2018
Fire extinguishers For fire emergencies. April 4th, 2018
Services of 2x
fireman
Provide professional fire risk assessment and
assistance during a fire emergency.
April 4th, 2018
Rakes, plastic bags,
gloves, other
cleaning equipment
For use after the event for clean up purposes April 4th, 2018
20x Casual workers For miscellaneous work for the event April 4th, 2018
In addition to the above list of procurement items, the following individuals are authorized to approve
purchases for the project team:
Name Role
Maria de Guzman Event /Project Manager
Nigel Chamier OAM Chairman of Sponsor
Imala Weligamage Design Technician
9.3.Contract types
The purpose of this section is to describe the type of contract to be used so the sponsor and project
manager can proceed accordingly. There are many different types of contracts like firm-fixed price,
time and materials (T&M), cost-reimbursable, and others. Different procurement items may also
27

require different contract types. A well-defined product may be a firm-fixed price while a product
which will require a research and development effort may be a T&M contract(Piscopo, 2013b).
All items and services to be procured for this project will be solicited under firm-fixed price contracts.
The project team will work with the sponsor to define the item types, quantities, services and required
delivery dates. The project team will then solicit bids from various vendors in order to procure the
items within the required time frame and at a reasonable cost under the firm fixed price contract once
the vendor (Fireworks Company) is selected.
9.4.Vendor Selection
The purpose of this section is to define the criteria used by the contract review board to decide on
what contract(s) to award. Again, these criteria may vary between organizations but must be defined
as part of the Procurement Management Plan.
The criteria for the selection and award of procurement contracts under this project will be based on
the following decision criteria(Piscopo, 2013b):
- Ability of the vendor to provide all items by the required delivery date
- Quality
- Cost
- Expected delivery date
- Comparison of outsourced cost versus in-sourcing
- Past performance
These criteria will be measured by the contracts review board and/or the Project Manager. The
ultimate decision will be made based on these criteria as well as available resources.
9.5.Management of vendors
The purpose of this section is to describe the roles and actions the project team and sponsor will take
to ensure that the selected vendors provide all of the products/services agreed upon and that the
appropriate levels of quality are maintained.
The Project Manager is ultimately responsible for managing vendors. In order to ensure the timely
delivery and high quality of products from vendors the Project manager, or or his selected sub
managers will meet on appointed days (weekly being more appropriate) with the sponsor and each
vendor to discuss the progress for each procured item. The meetings can be in person or by hosted
virtually. The purpose of these meetings will be to review all documented specifications for each
product as well as to review the quality test findings. This forum will provide an opportunity to
review each item’s development or the service provided in order to ensure it complies with the
requirements established in the project specifications. It also serves as an opportunity to ask questions
or modify contracts or requirements ahead of time in order to prevent delays in delivery and schedule.
The Project Manager will be responsible for scheduling this meeting on a weekly basis until all items
are delivered and are determined to be acceptable(Piscopo, 2013b).
9.6.Performance Monitoring for Procurement Activities
This section describes the metrics to be used for procurement activities associated with the project.
These metrics may be used to ensure the project stays on schedule regarding procurement activities.
They may also be used to compile data on the performance of various vendors in order to assist with
future procurement activities’ vendor selection criteria(Piscopo, 2013b).
28

While the sponsors have their own internal metrics for procurement, the following metrics are
established for vendor performance for this project’s procurement activities. Each metric is rated on a
1-3 scale as indicated below and is filled in progressively during the projects life cycle:
Vendor Performance Tacking.
Vendor Product
Quality
On
Time
Delivery
Documentation
Quality
Development
Costs
Development
Time
Cost
per
Unit
Transactional
Efficiency
Fireworks
Australia
St John’s
Ambulance
Strong arm
Security
services
Pink fence
portable
showers and
toilets
1 – Unsatisfactory
2 – Acceptable
3 - Exceptional
In addition to rating each vendor, actual values will be noted in order to build a past-performance data
base for selecting vendors for future procurement activities.
29

10. Conclusion
This report is a detailed breakdown of the Project Management Plan for the proposed Commonwealth
Games Beach Party. The project is a government run event that is held in conjunction with the
Commonwealth Games Opening Ceremony, with the primary objectives of integrating tourists as well
as providing a spectacle to those who are unable to attend the ceremony in person.
The scope of the project is to present a fireworks display on the main beach at Surfers Paradise, while
providing attendees food, drink, live music as well as large viewing screen of the Opening Ceremony.
The project is to commence three months before the end date of the 4th of April 2018.
In order to complete the project, a detailed Work Breakdown Structure was created and divided all
relevant work into packages. Through this, the project was able to be properly stepped out and key
milestones were generated to ensure the project was being completed on schedule.
The PMP contains all the relevant planning processes needed for a project such as the Commonwealth
Games Beach Party, with comprehensive stakeholder analysis, risk management plan, cost
breakdowns, communication and marketing plans and more.
We believe the framework that has been created for this project will allow for the safe and successful
implementation of the Commonwealth Games Beach Party.
30

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34

APPENDICES:
Appendix A – Governance Structure
Figure 4 - Governance Structure
Purpose Plan deliverables production of key Event-day display show
Select team Scope deliverables deliverables Contract close-out
objectives Quality plan mobilization Payment close
Scope (draft ) Set up all accessories, Monitor/control Recommendation for
Set up terms of references Equipment and stall Time Further feedback
Draft schedule Communication plan Risk (from visitors ,client)
Budget schedule Cost Post implementation
Feasibility Quality management review
Approvals Communication
managementRisk register Change control
Communication demobilization
Appendix B - Change Control Procedure Steps
1. Change Request (CR)
In case a Project Manager of his designees notices any changes related to budget, scope, or
schedule, he informs the Project Manager about these changes. The Project Director works together
with the Project Controls defining the suggested change impacts. Then, the Project Director is
responsible for submitting the proposed change documentation (Kerner, 2005). To carry out this task
the Director uses a form of the Change Request to the Project Manager. The staff of the Project
Controls staff supports the project Change Request (CR) Log, generates a number of Change
Requests, and summarizes the proposed change influence on the project schedule or. Large projects
may require keeping the information related to the Change Request in a database format to make the
reporting process easy. Therefore, some forms should be created to process any possible changes (see
Appendix C).
2. Subcontracted Effort
In case a control account presupposes the supervision of a subcontract, the Project Manager is
able to authorize the Project Director to process suggested changes to the subcontract through the use
of the contract change methodology. Moreover, he can process the formal process of the CR. The
subcontract change log will be supported by the Project Director or any of his designees. In addition,
he will provide availability of the Project Controls and the Project Manager who are likely to review
all changes made by a subcontract. It will be done with the Project Director and will ensure that the
suggested changes follow the practices of the FRA change control and that the amount of the Estimate
35
Phase 1
pre-
planning
phase
Phase 2
pre-event
phase
Phase 3
event phase
Phase 4
post-event
phase

to Complete (ETC) represents all changes. This process provides an opportunity to quickly react on
the issues that require the approval of the field change enabling the contractors to continue their work
with minimal delay.
3. Reason/Justification:
The change driver may be divided into several categories:
• Scope Change: This category presupposes the process of adding, deleting, or transferring of the
whole work scope to/from a formally authorized work body that is represented in one or several
control accounts. Scope changes usually occur in internal, external, contract-level, or control
account level changes.
 Budget Change: The authorized work budget of a given element is estimated to be different from
the original work associated budget. This usually leads to the changes related to commodity
pricing or unexpected fixed price bidding results. In this case, there is no need to make changes
in project objectives or requirements. Hence, the project schedule remains unchanged.
4. Consequence of Disapproval
In case of disapproval, the Project Director includes the CR form impact assessment explaining
the consequence of his decision making.
5. Budget Impact
The Project Manager and the Project Controls have to attach a statement about the cost impact
to the CR package as soon as the budget is returned, requested, and/or transferred. This statement
represents the suggested change influence of project finances being relevant in case management
reserve or contingency is returned or the project scope is relocated. It is necessary to reflect on the CR
form and entered the Change Control log after a log number has been obtained (Turner et al., 2010).
6. Statement of the Schedule/Contract Milestone Impact
The Project Manager and the Project Controls are responsible for giving the schedule copy to
represent the milestones affected in case of the CR milestone revision. Revisions of the proposed
schedule should be clearly indicated in the copies provided by the Project Controls. It is done to show
all changes related to data and a pending milestone. All the changes are to be entered into the baseline
schedule after the approval.
7. Contingency and Management Reserve
The Project Manager and the Project Controls are responsible for indicating the change
influence that is likely to result in an expenditure request of the project management reserve or project
contingency. Contingency and management reserve rules are defined in the Project Management Plan
(PMP) and the Project Execution Plan (PEP). A change may ay lead to the budget transference from
or to the contingency budget (Müller, 2009).
8. Affected WBS
The elements of the Work Breakdown Structure (WBS) should be indicated by the Project
Manager. In case of influence on other control accounts, the CAM notifies the Project Manager
insuring that all issues are brought forward before the change is approved.
36

Appendix C –Deliverables for Commonwealth Games Beach Party Project
Table 7 - Deliverables for Commonwealth Games Beach Party Project
No Project
Management
Planning Procurement Execution Closure
1 Project
Management
Plan
Preliminary
Scope and
Analysis
Requirements
Plan
Contractor
Selection
Package
Final Fireworks
Display Site
Layout and
Design
Feedback/survey
documentation
2 Requirements
documentation
Detailed Scope of
Works and
Deliverables
Documentation
Final and
Signed Contract
Documents
Final Site
Facilities Layout
and Design
Sign-off
documents
3 Administration
Documentation
Detailed Site
Layout Design
and Plan
Final
Implementation
Plan
4 Detailed
Fireworks
implementation
Plan
5 Local
Government
Permit and
Approval to
Operate
37

Appendix D - The Commonwealth Games Beach PartyProjectWork Breakdown Structure (WBS)
38
The Commonwealth
Games Beach Party
Project
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
Commonwealth
Games 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/Incidents
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

Appendix E - The WBS Dictionary
The WBS dictionary is a document that supports the WBS. It provides the detailed deliverables, activity and scheduling information for each component in
the WBS (PMBOK, 2013). WBS Dictionary may contain a brief overview of each WBS phase, defined deliverables, and identifies assumptions and
constraints.
The Commonwealth Games Beach Party project WBS Dictionary Table describe as below:
39

40
Phase Code Deliverable/
Subcomponent
Task Description Assumptions/
Constraints
Project
Management
1.1 Planning This stage includes the initiation stage as well as the
planning stage. The aim for this activity is to identify
project requirements, address needs, develop a scope
baseline and create a platform for the projects
development.
1.1.1 Project Management Team This stage aims that a Project Management Team will be
formed to manage the entire lifecycle of the project
1.1.2 Project Management Plans This deliverable addresses the creation of all
management plans associated with the project. These
plans include scope management, time management,
cost management, quality management, human
resource management, communications management,
risk management, procurement management and
stakeholder management
1.2 Meetings This stage aims to establish of communication networks
with key stakeholders.
Constraint:
Stakeholders may have
varying perspectives on
the project
1.2.1 Local and State Government Meet with and discuss project needs, standards, and
constraints.
1.2.2 2018 Commonwealth Games
Committee
Meet with and discuss project needs, standards, and
constraints.
1.2.3 Other Key Stakeholders Meet with other key stakeholders identified in the
stakeholder management plan to discuss project needs,
standards, and constraints.
1.3 Administration Support Ensure that this phase and its deliverables have been
achieved before moving onto the planning phase.
Planning 2.1 Preliminary Scope and Analysis
of Requirements
This stage seeks to develop an understanding of the
project requirements and constraints by analysing the
site, guidelines, standards, management plans and
legislation and related laws.
Assumption: All
information for analysis
is readily available.
2.4 Conduct Risk Assessment This stage aims to ensure that all the risks have
addressed and mitigation plan will be in place.
Procurement 3.1 Contractor Selection
Package
This stage aims to ensure that all the detailed
requirements/scope is included to the package.
Constraint: No qualified
to provide the specified
requirements
3.3 Final Contractor Selection This stage aims to finalise the contractor that will
provide the required services. This ensures that all the
criteria have been met by the contractor and viable to
provide the service.
Execution 4.1 Site Facilities Setup/Conduct
Induction
This stage ensures that facilities will be setup according
to the requirements. Induction prior to the event will
occur to familiarize with the process during the actual
event.
4.3 Standby Security and This stage aims to ensure the safety and no incident will

Appendix F – Schedule Management Plan
1. Introduction
The project schedule establishes the way in which the project will be executed throughout its
lifecycle. The schedule provides an integral management reporting and implementation tool for the
project team and other key stakeholders. Key milestones and activities within the schedule are used in
monitoring and performance management, providing a baseline for time where changes and
deviations can be compared.
2. Schedule Management Approach
The project schedule for the 2018 Commonwealth Games Beach Party has been developed using
activities and key milestones in accordance with the WBS. These activities and milestones have been
sequenced to determine the order and relationships of each work package, and their estimated
durations. It should be noted that constraints have been implemented on the execution and closure
phases of the project. Due to the location, set up of the event must not start before Monday 2/4/18, to
allow public access to the area during the weekend. Similarly, pack up of all site facilities and
equipment must finish before Saturday 6/04/18. Key milestones found in the project schedule are as
follows;
 Initiation
 Planning
 Procurement
 Execution
 Closure
3. Schedule Control
In order to maintain effective schedule management, checks will be made at least once a week against
the planned activity times. The project team will ensure an inspection of all works is completed
regularly, in order to maintain the performance of scope, and will compare that actual work matches
the planned durations, the start times of these activities, and their completions. Should any schedule
changes be deemed necessary by the project team or any key stakeholder, a project meeting will
determine the outcome of the proposed change. The approval for a schedule change will be
determined based on the impacts created on tasks, their variances in cost, scope, time, and resources.
41

Appendix G –Earned Value Analysis(Garrett, 2006)(Garrett, 2006)(Garrett,
2006)(Garrett, 2006)(Garrett, 2006)(Garrett, 2006)(Garrett, 2006)(Garrett,
2006)(Garrett, 2006)(Garrett, 2006)(Garrett, 2006)(Garrett, 2006)(Garrett,
2006)(Garrett, 2006)
Appendix H -Defining the Change Management Process.
Figure 6 - Defining the Change Management Process (Stoehr, 2002)
42
Figure 5 - Earned Value Analysis (Garrett, 2006)

ID Task Name Duration Start Finish Predecessors Total Slack
1 INITIATION 10 days Thu 4/01/18 Wed 17/01/18 0 days
2 Start 0 days Thu 4/01/18 Thu 4/01/18 0 days
3 Approval 2 days Thu 4/01/18 Fri 5/01/18 2 0 days
4 Preliminary Scope
and Requirements
Collection
8 days Mon
8/01/18
Wed
17/01/18
3 0 days
5 PROJECT
MANAGEMENT PLAN
24 days Thu
18/01/18
Tue
20/02/18
1 0 days
6 PMP Preparation 15 days Thu 18/01/18Wed 7/02/184 0 days
7 PMP Submission 1 day Thu 8/02/18 Thu 8/02/18 6 0 days
8 PMP Review 5 days Fri 9/02/18 Thu 15/02/187 0 days
9 PMP Approval 3 days Fri 16/02/18 Tue 20/02/188 0 days
10 PLANNING 16 days Wed 21/02/18Wed 14/03/185 0 days
11 Detail Fireworks
Display Site Layout
and Design
12 days Wed
21/02/18
Thu 8/03/18 9 0 days
12 Detail Site Facilities
Layout and Design
5 days Wed
21/02/18
Tue
27/02/18
9 7 days
13 Detail Site
Entertainment
Resources Layout
and Design
7 days Wed
21/02/18
Thu 1/03/18 9 5 days
14 Site Inspection 1 day Fri 9/03/18 Fri 9/03/18 11,12,13 0 days
15 Permit and
Approval to
Operate
3 days Mon
12/03/18
Wed
14/03/18
14 0 days
16 PROCUREMENT 12 days Thu 15/03/18Fri 30/03/18 10 0 days
17 Contractors
Selection Package
5 days Thu
15/03/18
Wed
21/03/18
15 0 days
18 Request for
Proposal
3 days Thu
22/03/18
Mon
26/03/18
17 0 days
19 Final Contractor
Selection
3 days Tue
27/03/18
Thu
29/03/18
18 0 days
20 Contract Signing 1 day Fri 30/03/18 Fri 30/03/18 19 0 days
21 EXECUTION 2 days Mon 2/04/18Tue 3/04/18 16 0 days
22 Fireworks Display
Setup
2 days Mon
2/04/18
Tue 3/04/18 20 0 days
23 Site Facilities Setup 2 days Mon 2/04/18Tue 3/04/18 20 0 days
24 Site Entertainment
Resources Setup
2 days Mon
2/04/18
Tue 3/04/18 20 0 days
25 CLOSURE 1 day Thu 5/04/18 Thu 5/04/18 21 0 days
26 Fireworks Display
Packup
1 day Thu 5/04/18 Thu 5/04/18 24,23,22 0 days
27 Site Facilities
Packup
1 day Thu 5/04/18 Thu 5/04/18 24 0 days
28 Entertainment
Resources Packup
1 day Thu 5/04/18 Thu 5/04/18 24 0 days
29 Finish 0 days Thu 5/04/18 Thu 5/04/18 28,27,26 0 days
4/01
5/04
28 31 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23 26 1 4 7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24 27 30 2 5 8 11 14 17 20 23
December 2017 January 2018 February 2018 March 2018 April 2018 May 2018 June 2018
43

Appendix I - Team Qualification and Responsibilities
The team qualifications and responsibilities for The Commonwealth Games Beach Party project are
described below:
1. PROJECT DIRECTOR
From the Queensland University of Technology, the Project Director has completed his Master degree
in Project Management. Also, has fifteen years of experience in Event Management. The Project
Director is responsible for identifying any potential changes, and reviewing, approving, or
disapproving the change requests. In addition, differentiating change requests that should be
processed from updates to estimates to complete/estimates at completion that are more accurately
characterized as variances.
2. PROJECT MANAGER
The Project Manager has completed his Masters degree in Event Management, and has fifteen years'
experience in managing deferent exhibitions and events. The event director play key roles in
impacting the event results (Chen, 1997). The Project Director is accountable to the project
stakeholders for achieving a project’s goals within scope, schedule, quality, and cost. In addition, he is
responsible to ensure a smooth and effective logistical planning process for the event, including
permit applications, site inspections, and equipment’s allocation, permit applications, and site
inspections.
3. RISK MANAGER
The Risk Manager has thirteen years’ experience in the associated field and he has completed his
Masters in Risk Management in the United States. Any plan comprises risk and to proceed without
risks planning will result to project failure(Chambers, 2010). The role of risk manager in the fire work
event is to identify and assess and prioritise of risks followed by a planning process that monitors,
decreases, and controls the likelihood or influence of these risks.
4. COST MANAGER
The Cost and Procurements Manager has double bachelor degree in business and information
technology. He has completed his MBA majoring in Contracts and Procurement from Sydney
University. He has owned Ten years of experienced in Cost Management in Telstra Company. The
cost and procurements manager is responsible for budgeting, and cost estimating for the event.
Moreover, the organization's process for acquiring firework products and services are also referred to
the cost and procurements manager. Cost estimation considered an essential component in any
project(Hudson & Hudson, 2004).
5. HUMAN RESOURCE MANAGER
The Human Resource Director has completed his bachelor and Masters degrees in Human Resources.
He has experience of seventeen years' in HR Management in different companies across Europe.
Human resource manager is in charge of employment of the experts and technicians for the project. In
addition, he is responsible for the training of the firework staff in order to execute the event
successfully.
6. QUALITY MANAGER
The Quality Manager has got his Master degree from England in Quality and Productivity
Management and has twenty experience of holding Quality Management position on different firms
on Asia. Quality manager is responsible of the quality and standard of the fire work event. Moreover,
44

LEGEND
Involved Team
Other Team
he is on charge of establishing specific testing procedures for the firework on site, ensuring quality of
the event.
7. PROCUREMENT MANAGER
The procurement manager has got has got his Master of Strategic Procurement from RMIT
University. Total of ten years is his experienced in strategic procurement in different firms across
Australia. Procurement manager is responsible for helping determine impact of and validating Change
Requests, and recording approval/disapproval and implementation of Change Requests
Appendix J –Organisational Breakdown Structure
Figure 7 - Organisation Breakdown Structure
45
Project
Director
Project
Manager
Resource &
Quality
manager
(Resource
management)
(Quality
control)
Cost
Managers
(Cost estimation &
Monitor)
Team 2
Procurement
& Time
Managers
(Planning &
Acquisition)
(Management &
Closing)
(Plan and
Impliment Time
Management)
Risk
Manager
(Risk
identification)
(Risk management)

Appendix K - Stakeholder Management Plan
1. Introduction
Stakeholder management is to be conducted by the project team with a strategic approach to
promote positive relationships between relevant stakeholders. A strong stakeholder management
program will encourage project success and ensure all deliverables are met with the stakeholder’s
requirements and expectations. Key operational principles for effective stakeholder engagement will
include;
 Open, transparent, and trusting relationships
 Collaborative and responsive works
 Inclusiveness
 Integrity and respect
In order to provide effective stakeholder engagement and management, ZYX Event Management will
utilise key strategies to identify and assess stakeholders. Stakeholders shall be identified by;
direction of influence, stake, significance, mutuality, power, proximity, and urgency. By monitoring
the stakeholder management plan, ZYX Event Management will be able to ensure assessment of
stakeholders is kept up to date within different phases of the project lifecycle.
2. Stakeholder Identification
Initial stakeholder identification has been conducted and may be found in Table 2 below.
Identification of stakeholders has been achieved by determining the direction of their influence, the
significance of their stake, mutuality (expectation/value), as well as the application of the following
criteria;
 Direct or indirect impacts
 Potential to influence the project
 Impacts on project resources (material, funding, personnel)
 Possessing a set of unique skills or capabilities required for the project
 Potential to benefit or resist the project
46

Stakeholder Direction Role Stake Stakeholder
Value
Stakeholder
Expectations
Relationship
1 Gold Coast City
Council
U Sponsor/
Government
Regulator
Ownership, Impact
or influence
Supplies
financial
resource for the
project.
Approves
project scope
and scales
problems in
case of high risk
for the
project.Project
must meet all
expectations
and
requirements of
GCC
Achieve general
as well as
specific project
objectives.Ensur
eZYX Event
Management
abides by
regulations.
Internal (direct
impacts)
2 Australian
Commonwealth
Games
Association
U Sponsor Ownership Supplies
financial
resource for the
project.
Approves
project scope
and scales
problems in
case of high risk
for the project.
Achieve general
as well as
specific project
objectives.
Internal (direct
impacts)
3 Sponsors U Sponsor Ownership Supplies
financial
resource for the
project.
Achieve general
as well as
specific project
objectives.
Internal (direct
impacts)
4 Photography D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
5 Media – TV
Network
D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
6 DJ – Lighting &
Sounds
D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
47

7 MC D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
8 Technical
Assistant
D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
9 Design Team D organisational
group
Knowledge/ Impact
or influence
Manage
activities in
regards to
design aspects
Achieve
objectives
regarding
design
responsibilities
Internal (direct
impacts)
10 Fireworks
company
D Seller Knowledge/ Impact
or influence
Provide
resources in
relation to
fireworks
display
Achieve
objectives
regarding
display
responsibilities
Internal (direct
impacts)
11 Display
Supervisor
D Seller Knowledge/ Impact
or influence
Manage
fireworks
display to cost/
quality/ time/
safety
expectations
Achieve
objectives
regarding
display
responsibilities
Internal (direct
impacts)
12 Display
Assistant
D Seller Knowledge/ Impact
or influence
Assist manage
of fireworks
display to cost/
quality/ time/
safety
expectations
Achieve
objectives
regarding
display
responsibilities
Internal (direct
impacts)
13 Display team D Seller Knowledge/ Impact
or influence
Provide
resources in
relation to
fireworks
display
Achieve
objectives
regarding
display
responsibilities
Internal (direct
impacts)
14 Catering D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
15 Taxi Company D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
Fulfil
Agreement
Internal (direct
impacts)
48

measures must
be taken into
account
16 TransLink D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
17 Venue D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
Internal (direct
impacts)
18 ASIO D Seller Knowledge/ Impact
or influence
Provide security
intelligence
advice and
threat
assessments to
State and
Commonwealth
authorities
during the
event
Fulfil
Agreement
Internal (direct
impacts)
19 Security D Seller Knowledge/ Impact
or influence
Maintaining
security during
event
Fulfil
Agreement
Internal (direct
impacts)
20 Legal D Seller Knowledge/ Impact
or influence
Provide
resources for
several project
activities.
Quality
measures must
be taken into
account
Fulfil
Agreement
External (indirect
impacts)
21 Reserve Bank of
Australia
D Seller Knowledge/ Impact
or influence
Loans and
repayments to
be enforced
Fulfil
Agreement
External (indirect
impacts)
22 Project
Manager Office
(PMO)
U Organisational
group
Knowledge/Impact
orInfluence/
Contribution
Responsibility in
maintaining
project
management
practices
(time/cost/quali
ty)
High quality
regarding
customer´s
specification,
project
management
standards in all
project's
documentation
Internal (direct
impacts)
23 Project
Manager
O Project
manager
Impact/
Contribution/
Knowledge
Manage project
team as well as
must obtain the
expected results
Achieve
proposed
project goals
such as scope,
Internal (direct
impacts)
49

regarding
planned project
objectives
cost, time and
other resource
restrictions.
24 Guests - Gold
Coast City
Mayor
O Customer Impact or Influence Supporting role
within project
execution
High standard
regarding to
project
outcomes
Internal (direct
impacts)
25 Guests -
Premier of
Queensland
O Customer Impact or Influence Supporting role
within project
execution
High standard
regarding to
project
outcomes
Internal (direct
impacts)
26 Guests -
Commonwealth
Games
Representatives
O Customer Impact or Influence Supporting role
within project
execution
High standard
regarding to
project
outcomes
Internal (direct
impacts)
27 Guests -
Commonwealth
Games Teams –
Athletes,
coaches, and
support staff
O Customer Impact or Influence Supporting role
within project
execution
High standard
regarding to
project
outcomes
Internal (direct
impacts)
28 Guests - Family
members of
CWG teams
O Customer Impact or Influence Receive directly
the project
outcomes,
evaluating
project
performance
High standard
regarding to
project
outcomes
Internal (direct
impacts)
29 Guest - Public O Customer Impact or Influence Receive directly
the project
outcomes,
evaluating
project
performance
High standard
regarding to
project
outcomes
Internal (direct
impacts)
30 Guests (Minor –
below the age
of 18) - Public
O Customer Impact or Influence Receive directly
the project
outcomes,
evaluating
project
performance
High standard
regarding to
project
outcomes
Internal (direct
impacts)
31 Guest -
Celebrity
O Customer Impact or Influence Supporting role
within project
execution
High standard
regarding to
project
outcomes
Internal (direct
impacts)
32 Unexpected
media group
O External
Stakeholder
Impact or Influence To be included
to prevent
unforeseen
impacts
Access to
location of
event
External (indirect
Impacts)
33 Residents in
local vicinity
S Business
partner
Interest/Impact or
influence
Potential to
directly affect
project
outcomes due
to complaints
Establishment
of adequate
boundaries and
buffer zones in
order to
prevent noise
and waste
pollution
External (indirect
impacts)
34 Property S Business Interest/Impact or Potential to Establishment External (indirect
50

owners partner influence directly affect
project
outcomes due
to complaints
of adequate
boundaries and
buffer zones in
order to
prevent noise
and waste
pollution
impacts)
35 Project Lawyer S Organisational
group
Knowledge/ Impact
or Influence/
Contribution
Responsible for
internal legal
issue
Fulfil
Agreement
Internal (direct
impacts)
36 Queensland
Police Service
O External
Stakeholder
Impact or influence Responsible for
crowd control
Fulfil
Agreement &
Ensure ZYX
Event
Management
abide by
regulations and
set standards
External (indirect
impacts)
37 Queensland
Ambulance
Service
O External
Stakeholder
Impact or influence Responsible for
any types of
calamity
relating to
injury or
wellbeing
Fulfil
Agreement &
Ensure ZYX
Event
Managementby
regulations and
set standards
External (indirect
impacts)
38 Queensland Fire
and Rescue
Service
O External
Stakeholder
Impact or influence Responsible for
any types of
calamity
relating to fire
and rescue
Fulfil
Agreement &
Ensure ZYX
Event
Managementby
regulations and
set standards
External (indirect
impacts)
Table 2 – Stakeholder Identification
Assessment of Stakeholders
Stakeholder Power Proximity Interest Urgency Priority
51

Appendix L - Risk Breakdown Structure
52
Gold Coast
Beach Party
Technical
Project
Requirements
Quality
Internal
Attendees
Resources
External
Contractors
Regulatory
Weather
Project
Management
Estimating
Planning
Performance
Measurement

Appendix M - Risk Evaluation
1. Risk Breakdown Structure
With the risks assessed and analysed, they must now be broken into specific packages. Therefore a
Risk Breakdown Structure must be constructed prior to the creation of the Risk Register. The two are
then processed in conjuncture to determine risk response. The Risk Breakdown Structure is in
Appendix L.
2. Risk Register
The data from the above procedures is stored in a detailed Risk Register in Appendix M. it is a
summary comprising of the above procedures and gathers data in a sole project document that will
ultimately be appraised and updated during the lifespan of the project. The risk register comprises of
the titles of Risk Activity, Risk Cause Details, and Consequences of the Risk Activity, Original Risk
Evaluation (Probability, effects and the level of the risk), Risk Mitigation and Risk Responsibility.
The data from the above procedures is stored in a detailed Risk Register in Appendix M. it is a
summary comprising of the above procedures and gathers data in a sole project document that will
ultimately be appraised and updated during the lifespan of the project. The risk register comprises of
the titles of Risk Description, Root Cause Details, and Effects of the Risk Activity, Original Risk
Evaluation (probability, impact and the level of the risk), Risk Treatment and Risk Responsibility
(Hubbard, 2009).
3. Risk Activity
The following indicates the explanation of the risk activity for utility of identification in
documentation.
3.1. Risk Cause
Details of the root cause comprises of a discussion of sources of the risk which can be a hypothesis,
restriction, precise elements of the project recognized in the work breakthrough organization or rather
basing on the learnt lesson from the earlier files of the project. It is also defined as the generator of the
ambiguity related to the risk activity.
3.2. Risk Consequence
This comprises a discussion of the effects of the activity on project goals which includes time, quality,
scope, cost and other PMBOK awareness sections.
3.3. Risk Evaluation
This includes areas of the probability, impacts and level of risk values for utilization in risks
prioritization.
3.4. Risk Mitigation
This connotes most appropriate risk lessening strategy purposely with the intent of meeting
objectives/goals of the project planning (Hubbard, 2009).
3.5. Risk Responsibility
This section comprises of management roles for the risk evaluation, updating during the project
lifespan and execution of the risk lessening strategy.
53

4. Risk Response
All projects exhibits an indwelling risks and chances. This section of the report will discuss the
specific act designs and strategies in relation to the risk response which when utilized, can highly
boost or lessen the remaining effects of risks and opportunities/chances. The stakeholders comprehend
the common risk tolerance of this project as low medium. Therefore, risk taking strategies would be
evaded and risk evasion strategies would be executed to meet the criterion (Hubbard, 2009).
4.1. Negative Response Strategies
The most significant objective of risks management procedure is the development of strategies to
lessen the identified threats. There are three key negative response strategies in this project
1. Avoid
2. Transfer
3. Mitigate
4.2. Positive Response Strategies
A stable risk technique ensures that the identified opportunities are approved as well the objective of
the risk management procedure is the development of strategies to lessen the identified dangers.
1. Enhance
2. Exploit
3. Share
4.3. Generic Response Strategies
The team concerned with the project has identified different and common response strategies. We fail
to identify any connection between these strategies with the risks and opportunities. Thus therefore,
they can’t be agreed as a favourite alternative even if the particular response strategy is put into
practice (PMBOK, 2013).
54

Appendix N - Risk Register
Number Risk Activity Risk Cause Risk
Consequence
Risk Evaluation
Threat/Opportunity Response/Mitigation
Strategy Responsibility
Probability Effect Risk
Level
Technical
1 Insufficient
firework quality
Wrong
fireworks
selected or
procurement
error.
Fireworks
displays fails to
impress
2 2 M-4 Threat
Double check firework
quality and
procurement
management plan
Procurement
Management
Team
2 Breaking safety
regulations
Improper
planning or
actions by
project team or
contractors
Potential harm
caused to
attendees
2 5 M-10 Threat
Ensure risk
management plan is
made public and
security is aware of it.
Risk
Management
Team
3
Insufficient
disabled
facilities
Failure to
implement or
add wheelchair
access.
Disabled
people are
unable to
attend
festivities.
2 4 M-8 Threat
Ensure disabled access
is part of the project
requirements.
Quality
Management
Team
4
Ground
condition
failures
Site works
compromises
ground quality
Potential
structure
collapse or
citizen harm.
3 4 H-12 Threat
Hire geotechnical
consultant to validate
ground quality.
Risk
Management
Team
Internal
55

5 Minors obtain
alcohol
Bar staff or
adults provide
underage
attendees with
liquor.
Drunk and
disorderly
minors.
3 5 H-15 Threat
Alcohol only sold to
adults with wristbands,
security to be told
standards.
Quality
Management
Team
6 Insufficient
catering
Poor planning
leads to lack of
food and drink.
Attendees go
hungry or
thirsty and
may leave.
4 3 H-12 Threat Over supply to
reasonable extent.
Quality
Management
Team.
7
Traffic
management
failure
Insufficient
planning for
traffic control.
Potential
traffic jams
around
surrounding
area.
2 3 M-6 Threat
Talk with local council
and engineers to
construct feasible plan.
Risk
Management
Team
8 Human error
from attendees
Citizen
accidentally
damages
infrastructure.
Impairment of
technical and
safety
equipment.
2 4 M-8 Threat Hire extra security, plan
failsafe
Risk
Management
Team
External
9 Failure in
security
Lack of security
or security fails
to complete
tasks.
Potential harm
for attendees. 2 3 M-6 Threat
Hire extra security,
double check fences and
barriers
Risk
Management
Team
10 Lighting/music
failures
Hired DJ and/or
stage crew
suffer technical
or human error.
Potential harm
with no
lighting, lack of
fun without
music.
2 2 M-4 Threat
Ensure thorough run
through prior to event
date.
Quality
Management
Team.
11 Lack of firemen Other fire Potential fires 1 5 M-5 Threat Ensure availability Quality
56

emergency or
not enough
requested.
left untreated. Management
Team
12 Extreme
temperatures Latent weather
Heat could
cause
dehydration or
feinting
4 2 M-8 Threat
Free water available to
all, cool down areas
created.
Quality
Management
Team
13 Wet weather Rain
Compromises
ground
conditions,
keeps people
away.
3 4 H-12 Threat Provide some sheltered
area
Risk
Management
Team
14 Water body
encroachment
Heavy waves or
high tide
approach party
area.
Potential harm
for attendees. 3 4 H-12 Threat
Ensure security are
cognizant of threat,
keep people away from
water
Risk
Management
Team
15 Harm caused by
fireworks
Fireworks let of
too close
Potential harm
for attendees. 2 5 M10 Threat
Fireworks to be
detonated away from
crowds per safety
standards
Risk
Management
Team
Project Management
16 Planning failures Failure to follow
scope
Affects project
quality 2 3 M-6 Threat
Ensure scope is
comprehensive and
implemented correctly.
Project
Manager
17 Lack of
attendees
People fail to
attend event Project failure 2 4 M-8 Threat Optimize marketing
plan
Comms
Management
Team
18 Lack of toilet
facilities
Contractor
failures or
Attendees
have nowhere
2 3 M-6 Threat Over supply Quality
Management
57

scope failure to use
bathroom. Team
19 Schedule and
cost overrun
Client instigated
scope
Late project
completion &
delivery and
extra project
cost
3 4 H-12 Threat
Timely undertaking of
the specific project
activities
Project
Manager
20 Site layout
failures
Poor project
planning
Insufficient or
hazardous area
for event
2 3 M-6 Threat
Double check site
requirements and
ensure all infrastructure
has area.
Project
Manager
21 Marketing
failures
Poor job by
comms team.
Lack of public
awareness will
lead to poor
attendance.
2 4 M-8 Threat Optimize marketing
plan
Comms
Management
Team
22 Permit failures
Liability for non-
compliance
with statutory
obligations
relating to
event.
Project cannot
be cleared as
safe
2 5 M-10 Threat
Ensure credentials are
analysed and examined
as well as establishing a
concrete set of
requirements.
Quality
Management
Team
23
Unlicensed
firework
technicians
Liability for non-
compliance
with statutory
obligations
relating to
event.
Project cannot
be cleared as
safe, potential
harm if not
discovered
2 5 M-10 Threat
Ensure credentials are
analysed and examined
as well as establishing a
concrete set of
requirements.
Quality
Management
Team
24 Intrusions by
wildlife
Local fauna
enter event
Potential harm
to both
attendees and
animals
2 3 M-6 Threat
Make attendees aware
of wildlife risks, ensure
fences are animal proof.
Risk
Management
Team
25 Overcrowding
Gate staff fail to
count amount
of attendees let
in.
Potential harm
with lack of
space, catering
limits tested.
3 3 M-9 Threat
Ensure crowd limit is set
and gate staff counts
every attendee
entering.
Quality
Management
Team.
58

26 Project delays
Risk of delay
from public
inquiries, legal
formalities, and
other third
party -
influenced
activities.
Extend project
timescale,
increasing
project cost.
3 4 H-12 Threat
Increase the numbers of
resources used for
activities delayed.
Assign a new project
calendar for activities
delayed in order to
reduce the extended
duration caused by
delay
Project
Manager
Appendix O–Quality management
Project
Requirement
Project
Deliverable
Quality
Criteria
Quality
Standards
 Experienced
fireworks
operator
 Fireworks license  A minimum of three years’
experience as fireworks
operator.
 Satisfactory complete an
 Queensland natural resources and
mines standards.
59

approved course of training
as fireworks contractor.
 Demonstrate the safety
management system.
 Have sufficient public
liability insurance
 Security
Barrier and
safety distances
 Quality manager
will ensure the
security barriers
are in place though
out the show.
 50 meters from any
residence, tent, caravan,
temporary structure or
motor vehicle
 250 meters from to any
place where explosives,
flammable liquids or other
flammable substances are
manufactured or stored
above ground in bulk
 American fireworks standards
 Traffic and
parking
Management
Plan
 Ensure smooth
traffic movement
around the show’
parking
 Minimum 5.4 m long for
each parking.
 Minimum 2.5 m width for
each parking
 Entry width 3 to 6 meters
 Exit width 4 to 8 meters
 Queensland transportation standard.
 storing of
Fireworks
material
 Fireworks
explosive materials
are to be stored in  Maximum storing
60

to cool, locked and
guarded containers.
temperature
is 30 C.
 Present of the store keeper
around the clock.
 American fireworks standards
61

Appendix P - Minutes of Meeting
62

63

Peer Evaluation Sheet
The Peer Review should consider the assignment marks available as 100 percent. The group must
collaboratively evaluate the participation level of each group member and identify their level of
participation as a percentage. This should be a fair and equitable process based on the group’s
assessment of each participant contribution based on group work allocated.
If an agreement on the level of participation cannot be reached, the group should conduct this
evaluation in the presence of their lecturer / tutor. Evidence of poor performance will be required to
reduce a participant’s mark.
Should a group member feel that they were pressured into agreeing to the Peer Evaluation Sheet; the
student should email the course lecturer and their tutor and submit individual Peer Evaluation Sheet
noting their concern without further discussion with their group.
64