Project Report: QAHE Event Launch, Rosebery Ave, Holborn, London

This report presents a comprehensive analysis of a proposed event launch by QA Higher Education (QAHE) in Holborn, London. It begins with a Project Initiation Document (PID) outlining the project's objectives, scope, benefits, priorities, milestones, team members, budget, and financial feasibility, including a break-even analysis. The report then delves into stakeholder analysis, identifying key stakeholders and their roles. A detailed Work Breakdown Structure (WBS) with over 20 activities is provided. The report also includes a short section on leadership qualities and project management methodologies, justifying the selection of the Agile PM methodology. The project's financial aspects are explored, including projected costs, potential risks, and scheduling. The report concludes with a summary of the project's key elements and recommendations for successful implementation, emphasizing the importance of stakeholder management, risk mitigation, and a well-defined project plan. The report also includes the stakeholder analysis matrix and the project scheduling. The total cost of the launch event is £48440 with the net economic benefit of the project being £17000 from year 1 and a break even function of 2.79 years.

0EVENT LAUNCH IN QAHE
Event launch in QAHE, 10 Rosebery Ave, Holborn, London
Enter: Name of the Student
Enter: Name of the University
Enter: Author Note:

1EVENT LAUNCH IN QAHE
Abstract
Identification of potential customers is very much important for any business, QAHE is looking
forward to launch an event project will be very much useful to attract the potential clients in and
around the Rosebery Avenue, Holborn. There are different categories of risks and assumptions
which are required in an event launching project. Management of each of the stakeholders of
these event launching project is one of the prime challenges of the project manager. Project
Initiation document will be an integral part of this report which will be highlighting the benefits
of the project, scope of the project, planning and priorities associated with the project and
different types of complications associated with this project. Financial feasibility will be
highlighting the break even occurrence of this project, at the same time the report shall also
illustrate a detailed WBS with more than 20 activities, and stakeholder analysis which will be
identifying the responsibilities of each of the stakeholders associated with this event launching
project. This report shall be finishing with a short report which will be justifying the selection of
the appropriate PM methodology for this event launching project as well as the leadership skills
required in the project.

2EVENT LAUNCH IN QAHE
Table of Contents
1. Introduction..................................................................................................................................4
2. Project Initiation Document (PID)...............................................................................................5
2.1 Objectives of the project........................................................................................................5
2.2 Scope of this project..............................................................................................................5
2.3 Benefits of the project............................................................................................................6
2.4 Project priorities.....................................................................................................................6
2.5 Project milestones..................................................................................................................6
2.6 Project team members............................................................................................................7
2.7 Project budget........................................................................................................................7
2.8 Project Financial Feasibility..................................................................................................8
2.9 Project approach....................................................................................................................8
3. Stakeholder Analysis...................................................................................................................9
4. WBS.............................................................................................................................................0
4.1 Significance of critical path analysis.....................................................................................0
5. Short Report.................................................................................................................................0
5.1 Leadership qualities...............................................................................................................0
5.2 Responsibility of successful project manager....................................................................0
5.3 Value of leadership qualities.............................................................................................1
5.4 Description of project management methodologies..........................................................1
5.5 Justification of selected Project management methodology..................................................2
6. Conclusion...................................................................................................................................2
7. Reference.....................................................................................................................................4
8. Appendix......................................................................................................................................6

3EVENT LAUNCH IN QAHE
1. Introduction
Identification of the target audience is very much important in most of the business
operations. There are different ways which can be very much useful to identify the potential
customers such as the product launching events, checking out the strategies of the other similar
organizations and analyzing the existing service provided from the business (Sánchez 2015). QA
Higher Education (QAHE) located in 10 Roseberry Avenue, Holborn, London is aiming to
launch an event which will be very much useful for them to identify the potential budding
students. This launching event can be very much useful for this educational organization to
understand the competitiveness of this institution, the need of building awareness among the
internal stakeholders and building a positive relationship among each of the stakeholders of this
business are the other objectives of the launching event in QAHE. The total valuation of this
event will be £105840. The detailed financial description of this project shall be recognized in
the following segment of the report.
The financial information and timescales of the project will also be presented in the
project initiation document of this report. This report will also include a detailed work
breakdown structure of 20 items where tasks along with their dependencies will be mentioned
along with the time required in each of the activities of the event launching event along with the
summary task. Project management theory will be used in this event launching event and diverse
phases of project management like planning, execution and controlling will be considered in this
event launching project (Kerzner 2017). Project management processes will be deployed in this
phase starting from the selection of project priority, milestones of the project as well as selection
of the project team members. Risk management and Quality management are the two prime
areas of knowledge which will be considered in this launching event.

4EVENT LAUNCH IN QAHE
Thesis statement: There are diverse categories is issues associated with event
management which will be discussed in this this report in an organized manner.
2. Project Initiation Document
Start date: 05.11.2019
End date: 02.04.2020
2.1 Purpose of this project
 The notable purpose of this event launching project is the identification of the probable
students in Rosebery Avenue
 The other purpose of this project is to finish off this event launching project within the
estimated time frame so that there are no financial issues associated with this project.
2.2 Scope of this project
The scope of this event launching project can be divided into two parts out scope and in
scope. The different aspects of the projects which are required to achieved is included in the in
scope and the different aspects of the project which cannot be achieved or delivered in included
in the out scope of this project. The in scope of this project includes getting the attention of
potential students of the same area. Managing the calendar of events is the other significant
characteristic feature of the in scope of this project. Managing the touring of the buildings for the
students is also included in the in scope of this project. Inviting all the guest for the formal
ceremony is includes in the in scope of the project. This project will be very much essential for
this educational institution as they can understand the complications and risks associated event
launching events such as the operational risks and the financial risks which are the out scope of

5EVENT LAUNCH IN QAHE
this project. Managing the increasing prices of the raw materials is also included in the out scope
of this project.
2.3 Benefits of this event launching project
This launching event will not only be very much beneficial for this educational
institutional but also for other educational institutions as this project will identify the way by
which most of the potential students of this educational institution can be attracted
(Kermanshachi et al. 2017). Enhancing the competitiveness of this education institution can be
the other significant benefit of this project (Rastogi and Trivedi 2016). At the same time, it can
also be said identifying different ways to deal with the risks of a launching event is the other
significant benefits from this project.
2.4 Project priorities
There are different categories of priorities which have to be considered in this project.
The primary priority of this project is the defining the responsibilities and roles of the
stakeholders associated with this event launching project. Financial planning of each of the
activities of the projects is the other priority of this project (Kang et al. 2016). This project will
also aim to attract the potential students from other educational institution and identify different
ways so that QAHE of Rosebery Avenue, London can have a competitive advantage of the other
similar educations institutions.
2.5 Project planning
 This project will have numerous phases and each of the phases must be completed within
the scheduled time period so that this event launching project gets completed within the

6EVENT LAUNCH IN QAHE
estimated time period and the estimated budget. Planning of this project is the first phase
of the project.
 Selection of the human resources is the send phase of the project which will be requiring
8 day time, this phase is followed by the third phase where most of the catering materials
and performers will be selected and this phase must be completed in 5 days. All the
promotional activities of this project will be included in the 5th phase of this project which
will require a maximum of 5 days.
 The final phase of this project will be the project closure phase which will take around 3
days to be completed. The project closure phase will release all the stakeholders who will
be hired on the basis of service level agreement for this launching event.
2.6 Project team members
The internal stakeholders of this event launching event project are director of operations,
project manager, marketing team, project sponsor and event manager. The external stakeholders
of this event launching project includes the catering department, labors heads and labors.
Responsibilities of each stakeholder of this project has to be followed in each phase of the
project in order to ensure the successful completion of this project.
2.7 Project budget
Managing director of educational institution shall be investing an amount of £50000 for
the entire proceedings of this event launching project. Wages of each of the stakeholders
associated with this project along with the cost of each of the products will be from this total
amount.

7EVENT LAUNCH IN QAHE
Figure 1: Distribution of the total cost of this project
(Source: Created by the author)
Figure 2: Distribution of funds among stakeholders
(Source: Created by author)
Project risks:
The process of losing the value of a project is done using the diverse categories of risks
like operational risks, and business risks (Joslin and Müller 2015). Apart from these internal risks
there are diverse categories of external risk associated with this project such as the market risks
and inflation risks (Nikolova, Rodionov and Afanasyeva 2017). All these risks has to be

8EVENT LAUNCH IN QAHE
addressed using the risk management procedures so that the efficiency of the project is
maintained.
Addressing these risks are very much significant in this project as these can have an
undesirable impact on the successful completion of the project. Project manager must plan a
huge role to create a risk management plan to reduce the impact of the identified risks in this
project

9EVENT LAUNCH IN QAHE
2.8 Project Scheduling
ID Outline
Number
Task
Mode
Task Name Duration Start Finish Predecessors Resource Names Cost
0 0 Event launching
project
100 days Fri 15-11-19 Thu
02-04-20
£48,440.00
1 1 1 Starting of the
project
5 days Fri 15-11-19 Thu 21-11-19 £0.00
2 2 2 Phase 01: Project
Planning
13 days Fri 22-11-19 Tue 10-12-19 £7,680.00
3 2.1 2.1 Initiation of
the project
4 days Fri 22-11-19 Wed 27-11-191 Project
Manager
£2,560.00
4 2.2 2.2 Listing of the
resources
4 days Thu 28-11-19 Tue 03-12-19 3 Project
Manager
£2,560.00
5 2.3 2.3 Financial plan 3 days Wed 04-12-19 Fri 06-12-19 3 Project
Manager
£1,920.00
6 2.4 2.4 Allocation of
budget
2 days Mon 09-12-19 Tue 10-12-19 4,5 Project
Sponsor
£640.00
7 2.5 2.5 Project Closure0 days Tue 10-12-19 Tue 10-12-19 6 £0.00
8 3 3 Phase 02:
Selection of
Resources
14 days Wed
11-12-19
Mon 30-12-19 £11,760.00
9 3.1 3.1 Selection of
the event
manager
3 days Wed 11-12-19 Fri 13-12-19 7 Director of
Operations,Project
Manager
£1,920.00
10 3.2 3.2 Milestone
payment scheme
1 day Mon 16-12-19 Mon 16-12-19 9 Project
Sponsor
£320.00
11 3.3 3.3 Selecting
catering services,
drinks and food
4 days Tue 17-12-19 Fri 20-12-19 10 Event
Manager,Project
Manager
£4,000.00
12 3.4 3.4 Milestone
payment
1 day Mon 23-12-19 Mon 23-12-19 11 Project
Sponsor
£320.00
13 3.5 3.5 Selection of
politicians and
celebrities
5 days Wed 11-12-19 Tue 24-12-19 7 Event
Manager,Project
Manager
£2,640.00
14 3.6 3.6 Inviting the
guests
2 days Mon 16-12-19 Tue 17-12-19 7 Director of
Operations
£0.00
15 3.7 3.7 Identificatio
of volunteers
4 days Wed 25-12-19 Mon 30-12-19 12 Project
Manager
£2,560.00
16 3.8 3.8 Preparing
draft plan
0 days Mon 30-12-19 Mon 30-12-19 13,14,15 £0.00
17 4 4 Phase 03:
Designing of the
labs and other
infrastructure
13 days Tue 31-12-19 Thu 16-01-20 £2,560.00
18 4.1 4.1 Collecting
design materials
5 days Tue 31-12-19 Mon 06-01-20 16 Labours £800.00
19 4.2 4.2 Quality analysis3 days Tue 07-01-20 Thu 09-01-20 18 Labour Head £960.00
20 4.3 4.3 Stage design 5 days Fri 10-01-20 Thu 16-01-20 19 Labours £800.00
21 4.4 4.4 Completion
of design phase
0 days Thu 16-01-20 Thu 16-01-20 20 £0.00
22 5 5 Phase 04:
Selection of
catering materials
and performers
21 days Fri 17-01-20 Fri 14-02-20 £7,960.00
23 5.1 5.1 Selecting
catering items
5 days Fri 17-01-20 Thu 23-01-20 21 Caterer
Department
Head
£1,200.00
24 5.2 5.2 Drinks and
food selection
5 days Fri 24-01-20 Thu 30-01-20 23 Catering team £2,600.00
25 5.3 5.3 Infrastructure
requirements
4 days Fri 31-01-20 Wed 05-02-2024 Catering team £2,080.00
26 5.4 5.4 Security costs 4 days Thu 06-02-20 Tue 11-02-20 25 Catering team £2,080.00
27 5.5 5.5 Selection of
the performers
3 days Wed 12-02-20 Fri 14-02-20 26,24 £0.00
28 6 6 Phase 05:
Promotional
activities
18 days Mon 17-02-20 Wed
11-03-20
£8,640.00
29 6.1 6.1 Identification
of marketing
plan
4 days Mon 17-02-20 Thu 20-02-20 27 Marketing
Team head
£1,920.00
30 6.2 6.2 Sales and
marketting costs
4 days Fri 21-02-20 Wed 26-02-2029 Marketing
Team head
£1,920.00
31 6.3 6.3 Offl ine
promotional
activities
10 days Thu 27-02-20 Wed 11-03-2030 Marketing
Team head
£4,800.00
32 6.4 6.4 Completion
of marketting
phase
0 days Wed 11-03-20 Wed 11-03-2031 Event
Manager,Marketing
Team head
£0.00
33 7 7 Phase 06: Ceremony1 day Thu 12-03-20 Thu 12-03-20 32 £0.00
34 8 8 Phase 07: Project
closure phase
15 days Fri 13-03-20 Thu 02-04-20 £9,840.00
35 8.1 8.1 Identification
of the value
added
3 days Fri 13-03-20 Tue 17-03-20 33 Project
Manager
£1,920.00
36 8.2 8.2 Payment to
the stakeholders
5 days Wed 18-03-20 Fri 27-03-20 35 Caterer
Department
Head,Event
Manager,Labour
£2,480.00
37 8.3 8.3 Taking review
from the guests
4 days Wed 18-03-20 Mon 23-03-20 35 Event
Manager,Project
Manager
£4,000.00
38 8.4 8.4 Taking review
from the internal
stakeholders
4 days Mon 30-03-20 Thu 02-04-20 37 Event Manager £1,440.00
39 8.5 8.5 Project closure0 days Thu 02-04-20 Thu 02-04-20 36,38 £0.00
40 9 9 End of the project 0 days Thu 02-04-20 Thu 02-04-20 39 £0.00
Project Manager
Project Manager
Project Manager
Project Sponsor
10-12
Director of Operations,Project Manager
Project Sponsor
Event Manager,Project Ma
Project Sponsor
Event Manager,Pr
Director of Operations
Proje
30-12
Labours
W F S T T S M W F S T T S M W
18 Nov '19 25 Nov '19 02 Dec '19 09 Dec '19 16 Dec '19
Figure 3: Scheduling of this event launching project
(Source: Created by author)

10EVENT LAUNCH IN QAHE
2.8 Project Financial Feasibility
The budget which was allocated for this project is very much feasible enough to complete
this event in an organized manner considering the dynamic increasing in prices of the raw
materials Catering materials, drinks and the cost of inviting influential guests such as the
politicians. The project plan will require £11760; selection of resources of this project will
require £24320. The designing of the lab for this event launching project will required £2560 and
the cost of the performers and the catering materials in this event launching is £7960. The
promotional cost of this launch event is also £8640 and the project closure cost will require
around £9840. Thus, the overall cost of this launch event is £48440. The net economic benefit of
this project will be £17000 starting from year 1. The NPV of all the benefits at the end of 5 years
is £214049.12. Considering the positive cash flow it can be said that the break even function of
this project is 2.79 years.
Figure 4: Break even occurrence of the project
(Source: Created by the author)
2.9 Project approach
Agile PM methodology will be considered in this project as a result each of the activities
as well as the sub activities of this project shall be broken into smaller fragments so that high
quality service from the stakeholders is obtained in each phase of the project (Hornstein 2015).

11EVENT LAUNCH IN QAHE
Efficiency of each of the stakeholders of this project has to be monitored in each phase of this
event launching project.
3. Stakeholder Analysis Matrix
Managing
director of
Rosebery
Avenue,
London
Project
manager
Operation
al
manager
Event
manager
Marketing
team Suppliers Strategic
team Volunteers
John
Smith,
[phone]
123,
johnsmith1
980@gmail
.com.
Alan Gow,
+44
741852963,
alangow12
235@gmail
.com
John
Terry, +44
753159268,
johnterry3
003@gmail
.com
Sam
Agbonlah
or,
[phone]
569,
agbon090
@gmail.co
m
Garry
Fletcher,
+44
889963254,
fletch@gm
ail.com
Joe Cole,
[phone]
983,
joecle456
@gmail.co
m
Ashley
Brooks,
[phone]
852,
ashley555
@gmail.co
m
Christina
Hemswort
h,
[phone]
36,christin
a07@gmail
.com
Steven
Gerrard,
[phone]
9,
steven145
6@gmail.c
om
High Medium High High Medium High Medium Low
Medium High High Low Low Low Medium Low
Funding
the entire
project
Manage
the risks of
this
project
Monitorin
g the
performan
ce of each
of the
stakeholde
rs.
Managing
the basic
necessities
of this
project
Making
the
promotion
s of this
event all
around
London
Providing
good
quality
foods,
drinks
Making
strategies
like
identificati
on of the
list of
politicians
who will
be invited
in this
event.
Looking
after the
expectatio
n of the
guests.
Managing
director of
Rosebery
Avenue,
London is
the
primary
stakeholde
r of this
project
who will
be
releasing
the total
fund of
this
project
which will
be used
for
different
purposes
such as
the hiring
of the
external
stakeholde
rs of the
project
such as
the event
manager
and for
Distributio
n of all
available
resources.
Maintainin
g the
efficiency
of each of
the
stakeholde
rs of this
project.
Understan
ding the
exact
project
requiremen
t like
choice off
foods and
drinks.
Selection
of
appropriat
e
marketing
strategies.
Fulfilling
the
requiremen
t of the
invited
guests.
Making
strategies
aligning
with the
time and
budget of
the event.
Making
the guests
satisfied
with the
service.
Blocking
the fun
required in
the project
Any issue
in project
scheduling
can help
him block
this event.
Holding
the wages
of the
stakeholde
rs can
allow him
to block
this event.
Do not
have any
right to
block.
Cannot
block the
project
No right to
block the
project.
Cannot
block the
existing
event.
Discussio
n with the
project
manager of
the
project.
Director of
operations
can
manage
the project
manager of
this
project.
Director of
operations
can
manage
the
operationa
l manger.
Project
manager
can
control the
event
manager
Project
manager
can
control the
marketing
team of
this event.
Selection
of
suppliers
by the
project
manager is
very much
significant
to manage
the
suppliers.
Strategic
decisions
can be
managed
by the
project
managers.
Event
manager
can
manage
and
monitor
the
activities
of the
volunteers
.
Strategy for managing
the stakeholder
Project sponsors can
only manage the
director of operations.
What is important to
the stakeholder?
Monitoring the
activities of each of
the managers in this
project
How could the
stakeholder
contribute to the
project?
Flow of operations can
be controlled by
director of operations.
How could the
stakeholder block the
project?
Suspending any
stakeholders
associated with this
event.
Stakeholder Name Director of operations
Contact Person
Impact High
Influence Medium

12EVENT LAUNCH IN QAHE
Organizational Stakeholder Analysis
Stakeholder Stake in the
project
Impact/
Influence
Need from
them
Risks Stakeholder
management
strategy
Responsibility
Managing
director
Project
sponsor
High/
Medium
Project
funds
Lack
of
clarity
Regular board
meetings
Project
manager
Project
Manager
Selection of
resources
Medium/
High
Resource
management
Project
schedul
ing
Regular meetings Operational
manager
Operational
manager
Manages
admin staff
High/
High
Performance
management
Lack
of
resourc
es
Meeting with
each internal
stakeholders
Project
manager
Event
manager
Activities of
the event
High/
Low
Managing
basic
necessities
of the
projects
Change
s in
expecta
tion of
the
guests.
Telephonic
conversations
Project
manager
Suppliers Quality of
products
required
High/
Low
Good
quality
products
Advers
e
weathe
r
conditi
ons
Social media
platforms
Event
manager
Marketing
team
Selection of
marketing
strategies
High/
Low
Effective
marketing
strategies
Volatil
e
market
conditi
ons
Social media
platforms
Project
manager
Strategic
team
The
strategic
team of this
project will
be creating
all the
strategies
required in
order to deal
with each of
the different
Medium/
Medium
Making
strategies
considering
the risks of
this event.
Ineffec
tive
selectio
n of
resourc
es.
Tele
conferencing
Project
manager

13EVENT LAUNCH IN QAHE
categories
of risks
related with
this project.
Volunteers Reception
of the guests
attending
the
launching
event will
be done by
the
volunteers
Low/
Low
Meeting the
expectation
of the
guests.
Volatil
e
market
conditi
ons
Social media
platforms
Event
manager
Table 2: Stakeholder management
(Source: Created by author)

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4. WBS
Figure 5: Work Breakdown Structure
(Source: Created by the author)
The role of project manager is much significant in order to monitor and manage the entire schedule of this event
launching project (Eskerod, Huemann and Savage 2015). Activities of the external stakeholders involved in this event

1EVENT LAUNCH IN QAHE
launching project such as the event managers, catering team, marketing team, labour heads can be understood in the first place
using this WBS

0EVENT LAUNCH IN QAHE
4.1 Consequence of critical path analysis
The complicated working procedure of this event launching project have to be
planned in an systematized way so that this event launching project completes within the
estimated time and the allocated budget of USD $50000 (Edwards, Serra and Edwards
2019). Most of the sequential of activities of this event launching project has to be
monitored and managed using the critical path analysis which is illustrated in the project
scheduling diagram.
5. Short Report
To Director of operations (QAHE)
Rosebery Avenue, London
5.1 Leadership qualities
Leadership skills in terms of having a vision of this project is very much required
in order to address the complexities as well as the risks involved in this project. Creativity
and honesty of each of the stakeholders involved in this project can be enhance in the first
place using the leadership qualities (Coombs 2015). Decision making abilities of the
project managers is very much required to order to address the difficulties of this event
launching project in terms of resource management and time management.
5.2 Responsibility of successful project manager
Resource planning and controlling the time management is the two most desired
responsibility of the project manager in this event launching project (Cleden 2017). The

1
EVENT LAUNCH IN QAHE
responsibility of the project manager is directly associated with the consumers of this
project thus, it can be said that the project manager must be motivating each of the team
members in such a way so that they can deliver best quality services in this project
(Kerzner 2017). Getting the best effort from each of the project stakeholders is the other
most substantial responsibility of the project manager of this event launching project.
5.3 Value of leadership qualities
The value of the leadership qualities is very much on the higher side in this
project as the conditions of this project as well as the expectations of this project is very
much dynamic in nature (Binder 2016). The most valuable leadership qualities which can
have a direct impact on this event launching project are co-operation and strategic
planning (Kihuga 2018). It can be said that the lack of these leadership qualities can have
a huge impact in this event launching project.
5.4 Description of project management methodologies
Methodologies Explanation Strength Weakness
PRINCE2 It is one of the most
significant process based
methodology. This PM
methodology is widely
deployed in the private
sector organizations.
Most of the complex
projects uses this
traditional PM
methodology (Aragonés-
Beltrán, García-Melón,
and Montesinos-Valera
2017).
Defined roles and responsibilities
of the stakeholders is one of the
most significant strength of this
PM methodology (Kupeshova,
Lazanyuk and Kareke 2019).
Involvement of the
senior management
in any complicated
scenario is the
prime limitation of
this methodology.
Extensive
documentation is
the other
disadvantage
associated with this
PM methodology.
Waterfall Each phase of this Flexibility offered by this OM No modifications or

2
EVENT LAUNCH IN QAHE
methodology has to be
completed in the first
place before proceeding
with the second one.
Most of the smaller and
less complex projects
uses this PM
methodology (Moeini
and Rivard 2019).
methodology is much more as
compared with the other PM
methodology (Liu et al. 2016).
changes can be
made in the projects
once this PM
methodology is
selected. This PM
methodology is a
one directional
approach.
Agile It is one of the most
widely used PM
methodology which can
be deployed in both
bigger and smaller
projects. Abilities of each
of the stakeholders has to
be tested before selecting
them for a project which
will be considering this
PM methodology.
Documentation is heavily
focussed in this PM methodology
as a result there are no issues
associated with the expectations
and deliverables from each of the
resources (Marchewka 2016).
Huge investments
are required to train
the project team
members about the
effectiveness and
the impact of this
methodology.
Table 2: Description of the methodologies
(Source: Created by author)
Figure 6: Likelihood and impact of the identified risks
(Source: Created by author)

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EVENT LAUNCH IN QAHE
Recommendations regarding the selection of PM Methodology: Most of the
sequential of this project can be managed and monitored in the first place using the
AGILE project management methodology. The incorporation of this PM methodology
can be very much useful to address issues in terms of the changing wages of the external
stakeholders who will be hired for this event launching project.
5.5 Justification of selected methodology
Most of the other uncertainties of this event launching project can also be
addressed using this PM methodology (Muller 2017). The selection of this PM
methodology will ensure greater flexibility in this event launching project (Serrador and
Pinto 2015). It can also be said that the desired relationship between each of the
stakeholders can be obtained if this PM methodology is selected.
6. Conclusion
The significant of maintaining quality leadership has been discussed in this
repport in a detailed manner. The report has also highlighted the usability of different
methodologies and will help in identifying the methodologies which might be very much
beneficial in this event launching project. This event launching event has different
categories of risks associated with it such as the financial risks like credit risks, equity
risks, delay in schedule of the project, operational risks like stakeholder engagement
issue, availability risks, and fraudulent activities and planning related risks, reputational
risks in terms of the government regulations and sustainability issues. This report has
highlighted the significance of the impact and influence of each of the stakeholders

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EVENT LAUNCH IN QAHE
involved in this project. Stakeholder management strategy along with the responsibilities
of the stakeholders involved in the event launching project can also be identified in this
report. The entire work schedules of this project can be identified from the work
breakdown structure.

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EVENT LAUNCH IN QAHE
7. Reference
Aragonés-Beltrán, P., García-Melón, M. and Montesinos-Valera, J., 2017. How to assess
stakeholders' influence in project management? A proposal based on the Analytic
Network Process. International journal of project management, 35(3), pp.451-462.
Binder, J., 2016. Global project management: communication, collaboration and
management across borders. Routledge.
Cleden, D., 2017. Managing project uncertainty. Routledge.
Coombs, C.R., 2015. When planned IS/IT project benefits are not realized: a study of
inhibitors and facilitators to benefits realization. International Journal of Project
Management, 33(2), pp.363-379.
Edwards, P.J., Serra, P.V. and Edwards, M., 2019. Managing Project Risks. John Wiley
& Sons.
Eskerod, P., Huemann, M. and Savage, G., 2015. Project stakeholder management—Past
and present. Project Management Journal, 46(6), pp.6-14.
Hornstein, H.A., 2015. The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
pp.291-298.
Joslin, R. and Müller, R., 2015. Relationships between a project management
methodology and project success in different project governance contexts. International
Journal of Project Management, 33(6), pp.1377-1392.

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Kang, H., Windschitl, M., Stroupe, D. and Thompson, J., 2016. Designing, launching,
and implementing high quality learning opportunities for students that advance scientific
thinking. Journal of Research in Science Teaching, 53(9), pp.1316-1340.
Kermanshachi, S., Anderson, S.D., Goodrum, P. and Taylor, T.R., 2017. Project scoping
process model development to achieve on-time and on-budget delivery of highway
projects. Transportation Research Record, 2630(1), pp.147-155.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to
measuring and monitoring project performance. John Wiley & Sons.
Kerzner, H., 2017. Project management: a systems approach to planning, scheduling, and
controlling. John Wiley & Sons.
Kihuga, A.G., 2018. Project Initiation Process, Monitoring and Evaluation Team
Capacity, Compliance with Legal Framework and Building Projects Success: The Case of
Building Projects in Roysambu Constituency, Nairobi County, Kenya (Doctoral
dissertation, University of Nairobi).
Kupeshova, S.T., Lazanyuk, I.V. and Kareke, G.T., 2019. Risk Management in the
Innovation Project. Central Asian Journal of Social Sciences and Humanities, 1(1), pp.9-
12.
Liu, Z.Z., Zhu, Z.W., Wang, H.J. and Huang, J., 2016. Handling social risks in
government-driven mega project: An empirical case study from West China.
International Journal of Project Management, 34(2), pp.202-218.

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Marchewka, J.T., 2016. Information technology project management: Providing
measurable organizational value. John Wiley & Sons.
Moeini, M. and Rivard, S., 2019. Responding—or not—to information technology
project risks: an integrative model. MIS Quarterly, 43(2).
Muller, R., 2017. Project governance. Routledge.
Nikolova, L.V., Rodionov, D.G. and Afanasyeva, N.V., 2017. Impact of globalization on
innovation project risks estimation. European Research Studies, 20(2), p.396.
Rastogi, N.I.T.A.N.K. and Trivedi, M.K., 2016. PESTLE technique–a tool to identify
external risks in construction projects. International Research Journal of Engineering and
Technology (IRJET), 3(1), pp.384-388.
Sánchez, M.A., 2015. Integrating sustainability issues into project management. Journal
of Cleaner Production, 96, pp.319-330.
Serrador, P. and Pinto, J.K., 2015. Does Agile work?—A quantitative analysis of agile
project success. International Journal of Project Management, 33(5), pp.1040-1051.

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8. Appendix
ID Outline
Number
Task
Mode
Task Name Duration Start Finish Predecessors Resource Names Cost
0 0 Event launching
project
100 days Fri 15-11-19 Thu
02-04-20
£48,440.00
1 1 1 Starting of the
project
5 days Fri 15-11-19 Thu 21-11-19 £0.00
2 2 2 Phase 01: Project
Planning
13 days Fri 22-11-19 Tue 10-12-19 £7,680.00
3 2.1 2.1 Initiation of
the project
4 days Fri 22-11-19 Wed 27-11-19 1 Project
Manager
£2,560.00
4 2.2 2.2 Listing of the
resources
4 days Thu 28-11-19 Tue 03-12-19 3 Project
Manager
£2,560.00
5 2.3 2.3 Financial plan 3 days Wed 04-12-19Fri 06-12-19 3 Project
Manager
£1,920.00
6 2.4 2.4 Allocation of
budget
2 days Mon 09-12-19 Tue 10-12-19 4,5 Project
Sponsor
£640.00
7 2.5 2.5 Project Closure0 days Tue 10-12-19 Tue 10-12-19 6 £0.00
8 3 3 Phase 02:
Selection of
Resources
14 days Wed
11-12-19
Mon 30-12-19 £11,760.00
9 3.1 3.1 Selection of
the event
manager
3 days Wed 11-12-19Fri 13-12-19 7 Director of
Operations,Project
Manager
£1,920.00
10 3.2 3.2 Milestone
payment scheme
1 day Mon 16-12-19 Mon 16-12-19 9 Project
Sponsor
£320.00
11 3.3 3.3 Selecting
catering services,
drinks and food
4 days Tue 17-12-19 Fri 20-12-19 10 Event
Manager,Project
Manager
£4,000.00
12 3.4 3.4 Milestone
payment
1 day Mon 23-12-19 Mon 23-12-19 11 Project
Sponsor
£320.00
13 3.5 3.5 Selection of
politicians and
celebrities
5 days Wed 11-12-19Tue 24-12-19 7 Event
Manager,Project
Manager
£2,640.00
14 3.6 3.6 Inviting the
guests
2 days Mon 16-12-19 Tue 17-12-19 7 Director of
Operations
£0.00
15 3.7 3.7 Identificatio
of volunteers
4 days Wed 25-12-19Mon 30-12-19 12 Project
Manager
£2,560.00
16 3.8 3.8 Preparing
draft plan
0 days Mon 30-12-19 Mon 30-12-19 13,14,15 £0.00
17 4 4 Phase 03:
Designing of the
labs and other
infrastructure
13 days Tue 31-12-19 Thu 16-01-20 £2,560.00
18 4.1 4.1 Collecting
design materials
5 days Tue 31-12-19 Mon 06-01-20 16 Labours £800.00
19 4.2 4.2 Quality analysis3 days Tue 07-01-20 Thu 09-01-20 18 Labour Head £960.00
20 4.3 4.3 Stage design 5 days Fri 10-01-20 Thu 16-01-20 19 Labours £800.00
21 4.4 4.4 Completion
of design phase
0 days Thu 16-01-20 Thu 16-01-20 20 £0.00
22 5 5 Phase 04:
Selection of
catering materials
and performers
21 days Fri 17-01-20 Fri 14-02-20 £7,960.00
23 5.1 5.1 Selecting
catering items
5 days Fri 17-01-20 Thu 23-01-20 21 Caterer
Department
Head
£1,200.00
24 5.2 5.2 Drinks and
food selection
5 days Fri 24-01-20 Thu 30-01-20 23 Catering team £2,600.00
25 5.3 5.3 Infrastructure
requirements
4 days Fri 31-01-20 Wed 05-02-20 24 Catering team £2,080.00
26 5.4 5.4 Security costs 4 days Thu 06-02-20 Tue 11-02-20 25 Catering team £2,080.00
27 5.5 5.5 Selection of
the performers
3 days Wed 12-02-20Fri 14-02-20 26,24 £0.00
28 6 6 Phase 05:
Promotional
activities
18 days Mon 17-02-20Wed
11-03-20
£8,640.00
29 6.1 6.1 Identification
of marketing
plan
4 days Mon 17-02-20 Thu 20-02-20 27 Marketing
Team head
£1,920.00
30 6.2 6.2 Sales and
marketting costs
4 days Fri 21-02-20 Wed 26-02-20 29 Marketing
Team head
£1,920.00
31 6.3 6.3 Offl ine
promotional
activities
10 days Thu 27-02-20 Wed 11-03-20 30 Marketing
Team head
£4,800.00
32 6.4 6.4 Completion
of marketting
phase
0 days Wed 11-03-20Wed 11-03-20 31 Event
Manager,Marketing
Team head
£0.00
33 7 7 Phase 06: Ceremony1 day Thu 12-03-20 Thu 12-03-20 32 £0.00
34 8 8 Phase 07: Project
closure phase
15 days Fri 13-03-20 Thu 02-04-20 £9,840.00
35 8.1 8.1 Identification
of the value
added
3 days Fri 13-03-20 Tue 17-03-20 33 Project
Manager
£1,920.00
36 8.2 8.2 Payment to
the stakeholders
5 days Wed 18-03-20Fri 27-03-20 35 Caterer
Department
Head,Event
Manager,Labour
£2,480.00
37 8.3 8.3 Taking review
from the guests
4 days Wed 18-03-20Mon 23-03-20 35 Event
Manager,Project
Manager
£4,000.00
38 8.4 8.4 Taking review
from the internal
stakeholders
4 days Mon 30-03-20 Thu 02-04-20 37 Event Manager £1,440.00
39 8.5 8.5 Project closure0 days Thu 02-04-20 Thu 02-04-20 36,38 £0.00
40 9 9 End of the project 0 days Thu 02-04-20 Thu 02-04-20 39 £0.00
Project Manager
Project Manager
Project Manager
Project Sponsor
10-12
Director of Operations,Project Man
Project Sponsor
Event Manager,Proje
Project Sponso
Event Manag
Director of Operations
P
Labours
W F S T T S M W F S T T S M W
18 Nov '19 25 Nov '19 02 Dec '19 09 Dec '19 16 Dec '19
Figure 7: Gnatt chart of the project
(Created by the author using MS PROJECT)

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EVENT LAUNCH IN QAHE
Figure 8: Essential stakeholder analysis of Rosebery Avenue, London
(Created by author)