Module Title: Project Management Simulation Module Code: 7BSP0337-0206-2023
Module Title: Project Management Simulation Module Code: 7BSP0337-0206-2023
Assignment Format & Maximum Word count (consider assessment load) Individual Project Highlight Report Weighting 45%
Coursework Submission: Time: 23.59
Date: 30/04/2024Method: Canvas Coursework return Date returned to students: Time: 23.59
Date: 28/05/2024Method: Canvas
Module leader Amanda Goodger First marker Amanda Goodger
Internal Moderator Approved Date: Module Board name ISPM
External Examiner Approved Date: Module Board date Assessment Criteria
Learning Outcomes: Knowledge and Understanding tested in this assignment:
examine and explain the processes required to ensure that different elements of a project are appropriately coordinated
use appropriate processes to develop and maintain a project team and commitment to the project's objectives
understand management, delegation and assignment of tasks using suitable project management methods and techniques.
Learning Outcomes: Skills and Attributes tested in this assignment:
apply and evaluate tools and techniques for effective project delivery
estimate and negotiate the level of staffing, resources and management support required for the project
Feedback /Marking criteria for this Assignment
Performance will be assessed using HBS Grading Criteria and Mark scheme. Guidance for improvement will be given in writing on the Assessment Feedback Form or via Canvas within 4 weeks of submission.
For each day or part day up to five days after the published deadline, coursework submitted late will have the numeric grade reduced by 10 grade points until or unless the numeric grade reaches 50 for level 7 (PG). Where the numeric grade awarded for the assessment is less than 50 for level 7, no lateness penalty will be applied. However, if a submission is more than 5 working days after the published deadline, a grade of zero will be awarded.
Apprenticeship Learning Outcomes: Knowledge and Skills tested in this assignment:
Detailed Brief for Individual/Group Assessment
Description of the assignment, task, content and structure:
Prepare a highlight report in which you will discuss and analyse the impact of a number of change requests and other challenges to your project plan (the plan developed for Assessment 1).
Assignment Title: Individual Report
Description of the assignment, task, content and structure:
Prepare a 1,000 words report in which you will discuss and analyse the impact of a number of change requests and other challenges to your project plan (the plan developed for Assessment 1).
Demonstrate the impact of each of these changes in an updated Project Plan.
Make sure that you discuss using the relevant subject literature to support separately the impact of each change. You can then incorporate them altogether in an updated plan. Show how these changes will affect your WBS, Gantt Chart/Network Diagram, Budget/Cost Baseline, Risk Plan, Communication Plan.
List of change requests:
1. The School wants to organise a special thank you event for all those who had a more active role in organising the festival on Thursday evening. How will this affect your plan? Adjust accordingly.
2. Unfortunately, school's budget for the festival is reduced from 30,000 to 25,000. How this affects your plan? Adjust accordingly.
3. On Saturday May 25, the possibility of rain is 90%, how this affects your plan? Adjust accordingly.
4. The school wants to incorporate to the Festival a fundraising initiative that will raise at least 1,000 for Cancer Research. Add one and discuss how it affects your plan.
5. There has been a cyberattack on our online ticket provider? Adjust accordingly.
Marking scheme:
Criteria Weighting
1. Discussion and analysis of Impact 60
2. Updated Plan 30
3. Report structure, writing, proper use of tools 10
Total 100
Student Support and Guidance
For further help, contact your module leader in their drop-in hours or by email.
Use the Grading Criteria and Mark Scheme to help improve your work.
Go to CASE workshops, use the CASE website and drop-in hours www.studynet.herts.ac.uk/go/CASE/
Academic English for Business support is available through daily drop-ins from the CASE office. See the CASE workshop timetable on the CASE main website page for details.
Use the Online Library to access quality information resources for your research. Library Search will help you discover, books, ebooks, journal articles and more.
Further down the Online Library page the Subject Toolkit for Business, under Specialist databases provides access to industry standard business information databases.
For an overview of Library & Computing Services see Get Started, one of the Library SkillUP units.
Library SkillUP can also help you develop your skills in Searching, Reading, Evaluating and Referencing information.
Use Library SkillUP to speak to a Librarian via Chat, join a Library Skills session or make an 1-to-1 appointment with a librarian. See what workshops are on offer as part of our Online Study Success Hub programme
Some tutors allow students to test their work using Turnitin. Guidance on submission to Turnitin via StudyNet can be found by using the following link. http://www.studynet1.herts.ac.uk/ptl/common/asu.nsf/resource+library/TURNITIN+FOR+STUDENTS+2016+USER+GUIDE.pdf/$FILE/TURNITIN+FOR+STUDENTS+2016+USER+GUIDE.pdf
Please add the relevant HBS Grading Criteria to your assignment on the next page.
HBS Grading Criteria
PG Grading Criteria for HBS Individual ReportModule Code: Lecturer:Student ID number:
Rubric
Criteria Ratings Pts
Discussion and analysis of impact
A thorough discussion and analysis of impact of all four change requests. 60 to >55 Pts
Outstanding level of discussion/analysis/ critical evaluation &/or reflection.
Highly developed/ focused work, with thorough consideration of all possibilities and aspects of the topic. 54 to >48.0 Pts
Excellent level of discussion/analysis/ critical evaluation &/or reflection. Clearly developed points all of which are relevant to the topic 48 to >42.0 Pts
Very Good level of discussion/analysis/ critical evaluation &/or reflection. A few less relevant ideas/points or would benefit from further development &/or evaluation/comparison. 42 to >36.0 Pts
Good level of discussion/analysis/ critical evaluation &/or reflection but more ideas/points could be addressed or developed further. 36 to >30.0 Pts
Clear Pass basic evidence of discussion/analysis/ critical evaluation &/or reflection but some points irrelevant or superficially made so need further development.
See CASE with feedback 30 to >24.0 Pts
Marginal Fail limited evidence of discussion/analysis/ critical evaluation &/or reflection.
More development & comment needed. May need to do more than describe.
Must see CASE with feedback 24 to >12.0 Pts
Clear Fail/Inadequate Lacking / inadequate level of discussion/ analysis/critical evaluation & /or reflection. Descriptive.
Must see CASE with feedback 12 to >0 Pts
Little or nothing of merit/ Unsatisfactory level of discussion/analysis/critical evaluation &/or reflection
Must see CASE with feedback 60
Updated Plan
Updated plan to reflect the changes and their impact
30 to >27.0 Pts
Outstanding exploration of topic showing excellent knowledge & understanding through thorough & appropriate research.
Impressive choice and range of appropriate content. 27 to >24.0 Pts
Excellent level of knowledge & understanding demonstrated.
Evidence of appropriate reading.
Covers all relevant points & issues. 24 to >21.0 Pts
Very Good level of knowledge & understanding demonstrated.
Covers most relevant points & issues.
Few errors / omissions in content/calculations. 21 to >18.0 Pts
Good grasp of the topic & some of its implications presented.
Good knowledge & understanding is demonstrated.
Minor errors / omissions in content/ calculations. 18 to >15.0 Pts
Clear Pass content / level of knowledge of the topic. Addresses most of the task. Some errors / omissions in content/ calculations. May benefit from further research. 15 to >12.0 Pts
Marginal Fail limited content / knowledge/ calculations. Limited or muddled understanding of the topic/question.
Does not meet all the learning outcomes. 12 to >6.0 Pts
Clear Fail/Inadequate Lacking in relevant content/ knowledge/calculations. Content irrelevant / inaccurate. Does not meet all the learning outcomes. 6 to >0 Pts
Little or nothing of merit/ Unsatisfactory level of knowledge demonstrated.
Content used irrelevant / not appropriate/ to the topic. Does not meet the learning outcomes. 30
Report structure, writing, proper use of tools
Error-free writing, Proper structure, Good application of project management tools
10 to >9.0 Pts
Outstanding
selection of quality sources, well beyond core & recommended resources.
Outstanding standard of Harvard referencing within text & consistent use of Harvard referencing system.
Accuracy of in-text references & full details shown in Reference list. 9 to >8.0 Pts
Excellent selection of quality sources. Evidence of independent searching beyond core & recommended resources.
Excellent standard of Harvard referencing within text & consistent use of Harvard referencing system.
Accuracy of in-text references & full details shown in Reference list. 8 to >7.0 Pts
Very Good selection of mostly quality sources beyond the recommended resources. Few irrelevant/poor quality sources used.
Very good standard of Harvard referencing within text & consistent use of Harvard referencing system.
Accuracy of in-text references & full details shown in Reference list. 7 to >6.0 Pts
Good selection of quality sources but some irrelevant/poor quality sources used beyond the recommended reading. Good standard of Harvard referencing within text & consistent use of Harvard referencing system.
Accuracy of in-text references & full details shown in Reference list. 6 to >5.0 Pts
Clear Pass Some quality sources used. Research did not go beyond the recommended sources.
Satisfactory referencing within text & consistent use of Harvard referencing system.
See CASE/ Information Managers (LRC) with feedback 5 to >4.0 Pts
Marginal Fail Limited evidence of appropriate research. Some use made of recommended reading, but the majority of sources are irrelevant/of poor quality.
Weak use of Harvard referencing system with errors & inconsistently applied.
Must see CASE/ Information Managers (LRC) with feedback 4 to >2.0 Pts
Clear Fail Little evidence of appropriate research. Few quality sources used from recommended reading. Inadequate use of Harvard referencing with many errors &/or inconsistencies.
Must see CASE/ Information Managers (LRC) with feedback 2 to >0 Pts
Little or nothing of merit No evidence of research. No use made of recommended reading. Sources are irrelevant & of poor quality. No or little attempt to use the recommended Harvard referencing system.
Must see CASE/ Information Managers (LRC) with feedback 10
Total =SUM(ABOVE) 100
803082248891PROJECT MANAGEMENT SIMULATION7BSP0337-0206-202300PROJECT MANAGEMENT SIMULATION7BSP0337-0206-2023GROUP NAME FR1300-01
STUDENT ID;
22079135
22049995
22086380
22091142
22076650
TABLE OF CONTENTS TOC o "1-3" h z u PROJECT MANAGEMENT SIMULATION PAGEREF _Toc163162663 h i7BSP0337-0206-2023 PAGEREF _Toc163162664 h i PAGEREF _Toc163162665 h iTABLE OF CONTENTS PAGEREF _Toc163162666 h iiLIST OF TABLES PAGEREF _Toc163162667 h ivTABLE OF FIGURES PAGEREF _Toc163162668 h vINTRODUCTION PAGEREF _Toc163162669 h vi1.PROJECT SCOPE MANAGEMENT PAGEREF _Toc163162670 h 11.1.Scope Narrative PAGEREF _Toc163162671 h 11.2Scope statement PAGEREF _Toc163162672 h 21.3WBS and WBS dictionary PAGEREF _Toc163162673 h 41.3.1Work Breakdown Structure (WBS) PAGEREF _Toc163162674 h 41.3.2Work Breakdown Structure (WBS) Dictionary PAGEREF _Toc163162675 h 52PROJECT TIME MANAGEMENT PAGEREF _Toc163162676 h 62.1Activity dependencies PAGEREF _Toc163162677 h 62.2Network diagram PAGEREF _Toc163162678 h 82.3Gantt chart PAGEREF _Toc163162679 h 113. PROJECT COST MANAGEMENT PAGEREF _Toc163162680 h 133.1 Resource analysis PAGEREF _Toc163162681 h 133.1.1Human Resources: PAGEREF _Toc163162682 h 133.1.2Material Resources: PAGEREF _Toc163162683 h 133.2Budget PAGEREF _Toc163162684 h 143.3Cost Baseline PAGEREF _Toc163162685 h 144. PROJECT RISK MANAGEMENT PAGEREF _Toc163162686 h 164.1Risk Identification PAGEREF _Toc163162687 h 164.2 Probability Impact Matrix PAGEREF _Toc163162688 h 175. PROJECT COMMUNICATION MANAGEMENT PAGEREF _Toc163162689 h 185.1Stakeholder analysis PAGEREF _Toc163162690 h 185.2Power-Interest Grid for Stakeholders PAGEREF _Toc163162691 h 185.3Communications plan PAGEREF _Toc163162692 h 195.4 Privacy & Cybersecurity policy. PAGEREF _Toc163162693 h 21References PAGEREF _Toc163162694 h 22APPENDIX 1 PAGEREF _Toc163162695 h 24COMPREHENSIVE RISK REGISTER PAGEREF _Toc163162696 h 24APPENDIX 2 PAGEREF _Toc163162697 h 28COMPREHENSIVE STAKEHOLDER ANALYSIS PAGEREF _Toc163162698 h 28APPENDIX 3 PAGEREF _Toc163162699 h 33COMPREHENSIVE WBS DICTIONARY PAGEREF _Toc163162700 h 33APPENDIX 4 PAGEREF _Toc163162701 h 37HIGHLIGHT REPORT AND TEAM LOG PAGEREF _Toc163162702 h 37
LIST OF TABLES TOC h z c "Table" Table 1: Work Breakdown Structure (WBS) for the Festival PAGEREF _Toc160802829 h 2Table 2: Activity list with dependencies and durations PAGEREF _Toc160802830 h 4Table 3: Table showing Critical Tasks and Identifying Early Start, Late Start, and Time Slack within the project Plan (Created Using MS Project) PAGEREF _Toc160802831 h 8Table 4: Time-Phased Baseline with Detailed Breakdown PAGEREF _Toc160802832 h 12Table 5: Festival Communication Plan Summary Table PAGEREF _Toc160802833 h 17Table 6: Strategy & Tone of Communication with the Different Stakeholders PAGEREF _Toc160802834 h 18
TABLE OF FIGURES TOC h z c "Figure" Figure 1: Network Diagram showing dependency and critical tasks during the Project PAGEREF _Toc160802795 h 7Figure 2: Gantt Chart showing a Visual Timeline of the Project's Tasks (Created Using MS Project) PAGEREF _Toc160802796 h 10Figure 3: Probability Impact Matrix for Identified Risks PAGEREF _Toc160802797 h 15Figure 4: Power-Interest Grid for the Identified Project's Stakeholders PAGEREF _Toc160802798 h 16
INTRODUCTIONThis project plan details the organization and execution of a three-day hybrid academic festival at the University of Hertfordshire, slated for May 24-26, 2025. The festival is designed to celebrate student achievements, engage the UH community, and promote inclusivity through a hybrid format integrating physical and virtual components. The scope of the project covers various tasks, including venue selection, program development, ticketing management, entertainment arrangements, and post-event evaluation. Each task is intricately linked through activity dependencies to ensure a logical sequence of operations and adherence to the project timeline. A budget of 30,000 is allocated which is further broken down into fragments that includes allocations for personnel, material resources, travel and accommodation, permits and licenses, marketing, and miscellaneous expenses.
Identified risks include venue issues, unfavorable weather conditions, talent challenges, marketing difficulties, equipment failures, security incidents, and ticketing platform issues. These risks are assessed based on their probability and impact, with corresponding response strategies devised to mitigate, avoid, or transfer potential disruptions to the project timeline and budget. The communication plan outlines strategies for clear and effective communication among stakeholders throughout the project lifecycle. Regular progress updates, stakeholder engagement sessions, and targeted communication channels such as emails, social media, and onsite signage are employed to ensure stakeholders are informed and engaged at every stage of the project. Additionally, a comprehensive privacy and cybersecurity policy is established to safeguard personal data and digital assets associated with the festival. Compliance with data protection regulations, robust cybersecurity measures, staff training, and incident response protocols are key components of the policy aimed at mitigating risks and maintaining stakeholder trust.
By adhering to the outlined project plan and employing proactive risk management and communication strategies, the project team is committed to delivering a memorable and successful academic festival that reflects positively on the University of Hertfordshire and ultimately promotes community engagement and inclusivity
1.PROJECT SCOPE MANAGEMENT
1.1.Scope Narrative
The University of Hertfordshire has developed an initiative to host a three-day hybrid academic festival, scheduled to take place from Saturday, May 24th to Monday, May 26th, 2025. This event is designed to commemorate the conclusion of the academic year and provide a platform for celebrating the achievements and showcasing the work of students across all departments.
The festival is part of a larger strategy to increase community engagement at the University of Hertfordshire. While the event is primarily meant for students, it is open to the entire UH community and encourages participation from all stakeholders. Furthermore, to keep up with current trends and technology advancements, the event will use a hybrid format that includes both physical and virtual components. This strategy assures accessibility and allows for remote involvement for those who cannot attend in person.
Financial considerations are integral to the planning process, with a budget of 30,000 allocated for the event. This funding will be judiciously managed to cover various aspects, including venue setup, program development, ticketing, and entertainment arrangements.
Given the finite duration of three days, meticulous time management is also very important to ensure the successful execution of the festival. Every aspect of the event, from scheduling activities to coordinating logistics, will be meticulously planned and executed to adhere to the predetermined timeline. However, despite the formalities inherent in the project management, the prominent goal remains to create an engaging and memorable experience for all attendees. Through strategic planning and collaborative effort, the project team is committed to delivering a seamless and enjoyable festival that reflects positively on the University of Hertfordshire and its community, leaving an memorable experience on all who participate.
Quality management
Quality management is a process of ensuring that customers get the best product or services through the use of techniques or procedures during the planning and execution of the project to ensure high standards deliverables. There are four important elements in quality management (CFI Team, 2015).
Quality Planning: to ensure that the right standards and measure are considered during the planning phase of the 3 days festival program. Making sure all participants get the best satisfaction and guest expectations are met during the festival program.
Quality Control: the continuous effort in making sure that all the laid down measures and procedures put in place to ensure successful delivery of the festival are followed accordingly.
Quality Assurance: to ensure the event meet the predefined standards and participant expectations are met through the use of feedback gathered from the participants.
Continous Improvement: to adopt changes into the process to improve the outcomeoftheevent.
1.2Scope statement
This project outlines the planning and execution of a 3-day hybrid academic festival within the following boundaries:
Scope:Organize a festival celebrating student achievements, showcasing their work, and engaging the entire UH community.
Time:May 24-26, 2025
Budget:30,000
Rationale:The rationale behind the festival lies in its significance as a means to celebrate student accomplishments and promote community engagement within the University of Hertfordshire.
Constraints:According to the Triple Constraints of Project Management, the project's costs, time, and scope all impact its success (Van Wyngaard, Pretorius, and Pretorius, 2012). Also, the need for adherence to safety and regulatory standards is another constraint that would be considered (Kerzner, 2017).
1.3WBS and WBS dictionary
1.3.1Work Breakdown Structure (WBS)
Table SEQ Table * ARABIC 1: Work Breakdown Structure (WBS) for the Festival1.3.2Work Breakdown Structure (WBS) DictionaryUpon outlining the main deliverables and activities in the WBS of this project plan, the WBS dictionary provides detailed information on the duration of each of the tasks, and how important they are each (Zecheru & Olaru, 2016).
Refer to Appendix 3 for the full WBS Dictionary.
2PROJECT TIME MANAGEMENT
2.1Activity dependenciesFor this Festival project, we have outlined activity dependencies for each task to ensure tasks are completed in a logical order. Dependencies in project plans can be of four types (Srisungnoen & Vatanawood, 2018b);
FS (Finish-to-Start): A successor task can start only after its predecessor finishes (Jamnuch & Vatanawood, 2019).
SS (Start-to-Start): A successor task can start when its predecessor starts ((Srisungnoen & Vatanawood, 2018a).
SF (Start-to-Finish): A successor task can finish when its predecessor starts (Alapartanen, 2021).
FF (Finish-to-Finish): A successor task can finish when its predecessor finishes (Jamnuch & Vatanawood, 2019).
Table SEQ Table * ARABIC 2: Activity list with dependencies and durationsID Task Name Duration Predecessor(s) Successor(s) Dependency Type
1 Select Venue 2 weeks - 2, 3, 4, 5 FS
2 Coordinate with Venue Management 1 week 1 6 SS
3 Set Up Stage and Seating Arrangements 3 days 2 6 SS
4 Install Audiovisual Equipment 2 days 3 6 SS
5 Arrange Decorations 2 days 3 6 SS
6 Test and Finalize Venue Setup 1 day 4, 5 7, 16, 17, 18, 19, 20, 21 FF
7 Define Festival Program 1 week - 8, 9, 10 FS
8 Identify and Invite Guest Speakers 2 weeks 7 9, 10, 11, 12 SF
9 Coordinate with Performers and Presenters 1 week 8 10, 11, 12 SF
10 Create Schedule of Events 3 days 7, 9 11, 12, 22 SF
11 Develop Event Script 2 days 10 23 SF
12 Rehearse Program 1 day 11 23, 24 SF
13 Select Ticketing Platform 1 week - 14, 15, 16, 17, 18, 19 FS
14 Set Up Online Ticket Sales 1 week 13 15, 16, 17, 18, 19, 20 SF
15 Monitor Ticket Sales and Registrations 3 days 6, 14 16, 17, 18, 19, 20 SF
16 Handle Customer Inquiries and Support 3 days 15 17, 18, 19, 20 SF
17 Issue Tickets and Confirm Registrations 1 day 15 18, 19, 20 FS
18 Identify Entertainment Options 1 week 6, 13 19, 20, 21 SF
19 Secure Contracts with Performers 2 weeks 18 20, 21, 22, 23 SF
20 Arrange Sound and Lighting Equipment 3 days 18, 19 21, 22, 23 SF
21 Coordinate Rehearsals and Sound Checks 2 days - 22 -
22 Ensure Smooth Execution of Performances 3 days 20, 21 - FS
23 Measure Program Success 1 week 11 - 2.2Network diagramThe network diagram presented in figure 1 visually represents the sequence and dependencies of tasks in the project plan, this helps in scheduling and resource allocation for the project (Agyei, 2015; Mubarak, 2015).
Figure SEQ Figure * ARABIC 1: Network Diagram showing dependency and critical tasks during the Project
Table SEQ Table * ARABIC 3: Table showing Critical Tasks and Identifying Early Start, Late Start, and Time Slack within the project Plan (Created Using MS Project)
2.3Gantt chart
The Gantt chart is a visual display of the schedule of tasks and their durations, providing a timeline view of the project's progress for the 3-day hybrid academic festival (Jaber., Sharif, and Liu, 2016; Xing et al., 2017). The whole project spans across 5weeks.
Figure SEQ Figure * ARABIC 2: Gantt Chart showing a Visual Timeline of the Project's Tasks (Created Using MS Project)
3. PROJECT COST MANAGEMENT
3.1 Resource analysisDuring the project, there will be a definite need for human, material, and other resources (Harrison & Lock, 2017). The following resource analysis ensures adequate allocation and management to support successful execution.
3.1.1Human Resources:Venue Coordinator:18/hour, 10 hours/week for 5 weeks = 900 (Venue selection, negotiations, contract management)
Marketing Specialist:24/hour, 15 hours/week for 5 weeks = 1,800 (Develop marketing strategy, create materials, manage online presence)
Stage Crew (4 people):12/hour/person, 8 hours/day for 2 days = 384 (Stage setup and breakdown)
Security Personnel (4 people):15/hour/person, 12 hours/day for 1 day = 720 (Event security and crowd control)
Additional Staff (volunteers or temporary hires):As needed (May include tasks like ticket sales, artist liaison, etc.)
3.1.2Material Resources:Stage rental:6,000 (For the festival event day)
Sound system rental:3,000 (For the festival event day)
Lighting equipment rental:1,800 (For the festival event day)
Decorations:1,200 (For the festival venue)
Marketing materials (printing, flyers, etc.):600 (Promotional materials for the event)
3.1.3Other Resources:
Venue rental fee:5,000
Travel and accommodation costs:3,000 (Project Management, Artistes, and Guest Speakers)
Permits and licenses:600
Marketing and promotion expenses:2,000
Miscellaneous Expenses: 1,996 (Additional Staff, etc.)
3.2Budget
Total Budget: 29,000
3.3Cost Baseline
Table SEQ Table * ARABIC 4: Time-Phased Baseline with Detailed BreakdownPhase Planned Start Date Planned End Date Task Name Breakdown
Pre-production (Week 1-2) Week 1 Week 2 Venue Selection & Negotiation Venue Coordinator (900)
Marketing Strategy & Materials Marketing Specialist (1,800)
Permits & Licenses Permits and licenses (600)
Venue Rental Fee Venue rental fee (5,000)
Production (Week 3) Week 3 Week 3 Stage Setup Stage rental (6,000),
Stage Crew (384)
Sound & Lighting Equipment Rental Sound system rental (3,000),
Lighting equipment rental (1,800)
Festival Decorations Decorations (1,200)
Execution (Week 4) Week 4 Week 4 Marketing & Promotion Marketing & Promotion (2,000)
Security & Additional Staff Security Personnel (720),
Additional Staff (variable)
Travel & Accommodation Travel & Accommodation (3,000)
Marketing Materials Marketing materials (600)
Miscellaneous Expenses 1,996
TOTAL PROJECTED EXPENSES: 29,000
4. PROJECT RISK MANAGEMENT
4.1Risk IdentificationThe following are probable risks identified with this festival plan.
R1 - Venue Issues:Difficulty securing or unexpected costs associated with the chosen venue.
R2 - Unfavourable Weather:Rain, heat waves, or other extreme weather conditions that might affect attendance or requiring additional resources.
R3 - Talent Issues:Performer cancellations, illnesses, or performance problems that might affect the festival experience.
R4 - Marketing Challenges:Low ticket sales due to unforeseen marketing difficulties.
R5 - Equipment Failure:Malfunctioning equipment or technical problems during the event.
R6 - Security Incidents:Potential for safety or security breaches during the festival.
R7 - Ticketing Platform Issues:Technical problems with the online ticketing platform leading to sales disruptions.
R8 - Unsafe Venue:Potential safety hazards discovered at the chosen venue after initial inspection.
Refer to Appendix 1 for the comprehensive Risk Register.
4.2 Probability Impact Matrix
Figure SEQ Figure * ARABIC 3: Probability Impact Matrix for Identified Risks
5. PROJECT COMMUNICATION MANAGEMENT
5.1Stakeholder analysisThe identified stakeholders in this festival are;
Attendees
Artists/Performers
Sponsors
Local Community
Volunteers
Media
Government Agencies (Permits)
University Management
5.2Power-Interest Grid for StakeholdersHigh KEEP SATISFIED
Government Agencies MANAGE CLOSELY
Attendees
Artists
University Management
POWER MONITOR
Volunteers
Media KEEP INFORMED
Sponsors
Local Community
Low INTEREST High
Figure SEQ Figure * ARABIC 4: Power-Interest Grid for the Identified Project's StakeholdersFrom figure 4 above, the following stakeholder categories are identified for the festival project;
High Power, High Interest:These stakeholders, including Attendees, University Management, & Artists, are critical to the festival's success and have significant influence. They require the most attention and active engagement strategies.
High Power, Low Interest:Government Agencies have the power to shut down the event due to permit or safety concerns, but their direct interest might be limited. Compliance is crucial.
Low Power, High Interest:Sponsors and the Local Community have a strong interest in the festival's outcome (e.g., brand visibility, economic benefit, publicity), but their direct influence might be lower. Engagement and clear communication are essential. Engagement and clear communication are essential.
Low Power, Low Interest:While Volunteers and Media can contribute positively, their overall influence and direct interest in the festival might be lower. Communication and clear information sharing are still important.
5.3Communications planObjective: The objective of the communication plan is to ensure clear and effective communication among all stakeholders involved in the planning and execution of the 3-day hybrid academic festival.
Table SEQ Table * ARABIC 6: Festival Communication Plan Summary TableStage Description Frequency Method Audience Owner
Pre-Production Plan & Announce Weekly Meetings, Emails, Website, Social Media Project Team, Stakeholders Project Manager1(Adefunke Abiola)
Production Progress & Updates Ongoing Team Communication, Social Media, Emails Project Team, Stakeholders Project Manager 2(Douglas Nmadu Arohia)
Execution Live Info & Coordination Real-time On-site Channels, Website, Social Media, Signage Project Team, Attendees Project Manager 3(Tunmise Adeolu Aregbesola)
Post-Production Wrap-up & Share As needed Meetings, Social Media, Website Project Team, Stakeholders Project Manager 4(Athira Prasad)
Table SEQ Table * ARABIC 7: Strategy & Tone of Communication with the Different StakeholdersStakeholder Strategy Tone Owner
Attendees Clear Information Engaging Project Manager1(Adefunke Abiola)
Artists Regular Communication Professional Project Manager 2(Douglas Nmadu Arohia)
Sponsors Benefit Updates Informative Project Manager 3(Tunmise Adeolu Aregbesola)
Community Address Concerns Respectful Project Manager 4(Athira Prasad)
Media Press Opportunities Engaging Project Manager 5(Suliat Oriyomi Adeniran)
Government Open Communication Clear Project Manager 4(Athira Prasad)
University Highlight Benefits Enthusiastic Project Manager 5(Suliat Oriyomi Adeniran)
Table 6 gives the precise strategy for passing information to different stakeholders during the project. Research have shown that it is important to have clear communication strategies tailored to different stakeholders to mitigate risks and achieve project objectives (Davis, 2017; Galliers & Leidner, 2014).
5.4 Privacy & Cybersecurity policy.The privacy and cybersecurity policy for this 3-day hybrid academic festival project plan places strict priority on the protection of personal information and digital assets. We collect and handle personal data transparently and securely, ensuring compliance with data protection laws such as the GDPR (Voigt & Von dem Bussche, 2017). Robust cybersecurity measures, including encryption and access controls (Manworren, Letwat, and Daily, 2016), are implemented to safeguard digital assets from cyber threats. In the event of a data breach, prompt response and notification procedures are in place to mitigate risks and minimize impact (Wang & Park, 2017). Also, we will make sure that our staff receive training on privacy and cybersecurity best practices (Kim, 2017), and that third-party service providers are held to stringent standards. This policy will be regularly reviewed and updated to adapt to evolving threats and regulations, ensuring ongoing protection and trust among stakeholders and safeguard the University of Hertfordshire (Young et al., 2016).
ReferencesAgyei, W., (2015). Project planning and scheduling using PERT and CPM techniques with linear programming: case study.International journal of scientific & technology research,4(8), pp.222-227.
Alapartanen, M., (2021). Dependency management in a complex IT initiative.
Davis, K., 2017. An empirical investigation into different stakeholder groups perception of project success.International Journal of Project Management,35(4), pp.604-617.
Cordell, A. and Thompson, I. (2018) The Category Management Handbook. 1st edn. Milton: Routledge. 5 Stakeholder management | The Category Management Handbook (oreilly.com)Galliers, R.D. and Leidner, D.E. eds., (2014).Strategic information management: challenges and strategies in managing information systems. Routledge.
Harrison, F. and Lock, D., (2017).Advanced project management: a structured approach. Routledge.
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APPENDIX 1COMPREHENSIVE RISK REGISTERRisk ID Risk Description Prob. (1-5) Impact (1-5) Risk Owner Risk Response Strategy
R1 Venue availability issues (e.g., cancellation, unexpected venue costs) 2 4 Project Manager 1(Adefunke Abiola) Mitigate: Secure backup venue options, negotiate contract clauses for unexpected costs.
R2 Unfavorable weather conditions (e.g., rain, heatwave) impacting attendance or requiring additional resources 4 4 Project Manager 2(Douglas Nmadu Arohia) Mitigate: Develop contingency plans for different weather scenarios, secure backup equipment (e.g., tents) if needed.
R3 Talent cancellations or performance issues 4 3 Project Manager 3(Tunmise Adeolu Aregbesola) Transfer: Include cancellation clauses in performer contracts, identify backup performers.
R4 Low ticket sales or unforeseen marketing challenges 3 3 Project Manager 4(Athira Prasad) Mitigate: Implement diverse marketing strategies, monitor campaign performance, adjust strategies as needed.
R5 Equipment failure or technical difficulties during the event 2 1 Project Manager 5(Suliat Oriyomi Adeniran) Mitigate: Regularly maintain equipment, have backup options available, test equipment before and during the event.
R6 (Transferred) Safety or security incidents at the event 3 3 Project Manager 2(Douglas Nmadu Arohia) Transfer: Contract with a qualified security company, partner with local authorities, train staff on emergency procedures.
R7 Technical issues with online ticketing platform 3 2 Project Manager 4(Athira Prasad) Transfer: Use a reputable ticketing platform with a proven track record, have a backup plan for offline ticket sales if necessary.
R8 Venue not meeting safety regulations 3 5 Project Manager 1(Adefunke Abiola) Avoid: Thoroughly inspect potential venues before finalizing contracts, ensure compliance with all safety regulations.
APPENDIX 2COMPREHENSIVE STAKEHOLDER ANALYSISName Level Priorities Impact (High/Medium/Low) Strategy
Attendees High Enjoyable experience, value for money, safety High Focus on high-quality entertainment and activities. Offer ticket tiers and pricing options.
Ensure clear communication and a safe environment.
Artists/Performers High Fair compensation, professional treatment, exposure High Negotiate fair contracts and timely payments.
Provide professional backstage facilities and support.
Promote performers effectively to build hype and audience interest.
Sponsors Medium Brand visibility, association with a positive event, target audience reach Medium Develop sponsorship packages that offer clear benefits.
Deliver on sponsorship promises and provide exposure opportunities. Maintain positive communication and build strong relationships.
Local Community Medium Minimal disruption, economic benefit, positive image of the event Medium Communicate with residents and businesses about the event beforehand. Explore opportunities for local vendors and artists to participate. Minimize noise and disruption during the festival.
Volunteers Low Meaningful experience, sense of community, interaction with the event Low Offer clear instructions and training for volunteer roles. Recognize and appreciate volunteer contributions. Create a positive and inclusive volunteer environment.
Media Low Positive coverage of the event, generating public interest Low Provide media with press kits and access to key personnel. Offer opportunities for interviews and content creation. Share engaging stories and updates about the festival.
Government Agencies (Permits) Low Compliance with regulations, ensuring a safe event Medium Secure all necessary permits and licenses well in advance. Maintain open communication and address any concerns promptly. Demonstrate commitment to safety and responsible event management.
University Management Medium Positive publicity for the university, student engagement, financial return (if applicable) Medium Clearly communicate the event's goals and benefits to the university. Secure university approval and support for resources (e.g., facilities, staff). Highlight the positive impact on student involvement and community outreach.
APPENDIX 3COMPREHENSIVE WBS DICTIONARYTable SEQ Table * ARABIC 8
Task ID Task Name Description Duration Planned Start Planned Finish Priority
Festival Venue Setup Select Venue Research and choose an appropriate venue for the festival. 2 weeks May 1, 2025 May 14, 2025 High
Coordinate with Venue Management Liaise with venue management to finalize logistics and requirements. 1 week May 15, 2025 May 21, 2025 High
Set Up Stage and Seating Arrangements Arrange stage setup and seating arrangements according to the festival program. 3 days May 22, 2025 May 24, 2025 High
Install Audiovisual Equipment Install necessary audio-visual equipment for presentations and performances. 2 days May 22, 2025 May 23, 2025 Medium
Arrange Decorations Coordinate decoration arrangements to enhance the ambiance of the venue. 2 days May 22, 2025 May 23, 2025 Medium
Test and Finalize Venue Setup Conduct testing and final inspections to ensure readiness of the venue for the event. 1 day May 23, 2025 May 24, 2025 High
Program Development and Scheduling Define Festival Program Outline the schedule and activities planned for each day of the festival. 1 week May 1, 2025 May 7, 2025 High
Identify and Invite Guest Speakers Identify potential guest speakers and extend invitations to participate. 2 weeks May 8, 2025 May 21, 2025 High
Coordinate with Performers and Presenters Communicate with performers and presenters to confirm participation and schedule performances. 1 week May 15, 2025 May 21, 2025 High
Create Schedule of Events Develop a detailed schedule of events, including timings and locations. 3 days May 22, 2025 May 24, 2025 High
Develop Event Script Prepare scripts and cues for emcees and presenters during the festival. 2 days May 22, 2025 May 23, 2025 Medium
Rehearse Program Conduct rehearsals to ensure smooth flow and coordination of events. 1 day May 23, 2025 May 24, 2025 High
Ticketing and Registration Management Select Ticketing Platform Research and select an appropriate online ticketing platform. 1 week May 1, 2025 May 7, 2025 High
Set Up Online Ticket Sales Configure and launch the online ticketing system. 1 week May 8, 2025 May 14, 2025 High
Monitor Ticket Sales and Registrations Track and monitor ticket sales and registrations. 3 days May 22, 2025 May 24, 2025 High
Handle Customer Inquiries and Support Provide customer support for ticketing-related inquiries and issues. 3 days May 22, 2025 May 24, 2025 High
Issue Tickets and Confirm Registrations Issue tickets to attendees and confirm registrations (At the event venue). 1 day May 24, 2025 May 24, 2025 High
Entertainment Arrangements Identify Entertainment Options Research and identify suitable entertainment options. 1 week May 1, 2025 May 7, 2025 High
Secure Contracts with Performers Negotiate and finalize contracts with selected performers. 2 weeks May 8, 2025 May 21, 2025 High
Arrange Sound and Lighting Equipment Arrange rental and setup of sound and lighting equipment. 3 days May 22, 2025 May 24, 2025 High
Coordinate Rehearsals and Sound Checks Schedule and coordinate rehearsals and sound checks. 2 days May 22, 2025 May 23, 2025 Medium
Ensure Smooth Execution of Performances Oversee and manage performances during the festival. 3 days May 24, 2025 May 26, 2025 V. High
Measure Program Success Gather feedback and comments from attendees and online participants to evaluate the success of the program. 1 week May 27, 2025 June 2, 2025 High
APPENDIX 4HIGHLIGHT REPORT AND TEAM LOG
Kindly find link created for each tab on discussion board
https://herts.instructure.com/groups/99085/discussion_topics/669652https://herts.instructure.com/groups/99085/discussion_topics/669655https://herts.instructure.com/groups/99085/discussion_topics/669641https://herts.instructure.com/groups/99085/discussion_topics/660553https://herts.instructure.com/groups/99085/discussion_topics/662687https://herts.instructure.com/groups/99085/discussion_topics/658417https://herts.instructure.com/groups/99085/discussion_topics/659701https://herts.instructure.com/groups/99085/discussion_topics/677700https://herts.instructure.com/groups/99085/discussion_topics/678075
