Introduction

Project management refers to an art of applying skills, knowledge, techniques, and tools to a wide range of actions with the aim of meeting the requirements of a specific project.  The process of project management involves the definition and confirmation of the project objectives and goals, an indication of their achievement, the specification of tasks, resource quantification, as well as the determination of timelines and budgets (Heerkens, 2015). The other focus of project management concerns the mechanisms for the project plan implementation and the carrying out of controls for accurate attainment of goals and objectives.

Project management has specific tools that include Work Breakdown Structure (WBS), risk analysis table, stakeholders’ analysis table, Program Evaluation, and Review Techniques (PERT), a logic network, and Gantt chart. Work breakdown structure refers to a hierarchical illustration of deliverables required in the project completion (Meredith, 2019). A PERT chart as a project management tools refers to an analysis method that asses the tasks involves in the project completion as well as the identification of the shortest time possible needed in completing the project. A logic network is a tool used to indicate the sequence of actions in projects over time. Gantt chart tool is a bar chart used for tracking tasks over time. A risk analysis tool, on the other hand, is a table that indicates the risk factors, assessment of their cause, impact, and the techniques of their controls or mitigation (Maylor, 2010). Lastly, stakeholder analysis refers to the evaluation of stakeholders involved in or affected by the project.

For the case study at hand, as the project manager, I have the task of managing the launch event project at QAHE. The project is about a launch event that publicises the completed refurbishment of the computing labs and teaching rooms (Armstrong, 2016). The project will occur in September 2019 during the fresher’s week. The budget for the project is around £50,000, and its sponsor is the Managing director. As a result, I am expected to design, develop, and implement the project in ensuring that the university meets the project’s objectives within the set timelines and budget.

Task 1a – Project Initiation Document (PID)

Project Title	A launch event at QAHE that publicizes the refurbished teaching class and computing labs
Purpose of the Document	The purpose of this document is to provide a plan to be followed in the implementation of an event launch project.
Project’s budgetary information	Estimated budget: £ 50,000 The cost for event preparation activities is approximate: £ 10,000 The cost for celebratory elements such as drinks and food around: £ 20,000 The costs for the launch event is about £ 20,000
Time scales	The project will occur in September during Fresher’s week. The starting date will be 23rd September, 2019 while the end date for the project will be 28th September, 2019.
Key Staff	The Project sponsor is the Managing Director
	The Project team leader is the Project Manager
The Methodologies to be applied in the project	PRINCE 2 Methodology
	Mayor’s four-phase approach of defining, designing, delivering, and developing.
	4c approach of communication, cooperation, coordination, and consultation.
The main objectives and goals of the project (essential organizational or business reasons for the project)	i.            To come up with a plan for the implementation of the launch project aimed at attracting many students to the institution ii.            To establish strategies for the successful launch of the event to make the university have a competitive advantage against its competitors iii.            To make sure that the activities of the project occur within the specified timeframe and budget iv.            To successfully plan for a celebratory occasion with the attendance of key stakeholders and dignitaries.
The overall approach of the project (explanation of mechanisms for use in achieving the objectives and goals)	i.            Application of PRINCE 2 methodology ii.            Collaboration among the people involved in the project iii.            Effective communication iv.            Coordination in carrying out the project activities v.            Encouraging project team to consult from each other
Project milestones	i.            Event Preparations ii.            Launch celebration day iii.            Event completion
A Highlight of major risks (to be presented to the project manager earlier enough)	i.            Constraints of time ii.            Constraints of the budget iii.            Health issues like one of the key stakeholder falling sick iv.            Delay in the achievement of the project goals and objectives v.            Poor consultation vi.            Ineffective communication vii.            Poorly coordinated activities
Project assumptions	The assumption in the project is that there will be no significant impact to hinder the achievement of the project objective within the scheduled time and budget.
Reference(s) for the ideas used in the PID development	Heerkens, G. (2015). Project management. New York: Mcgraw-Hill Education. Maylor, H., (2010). The improvement paradox in project contexts: A clue to the way forward?. International Journal of Project Management, 28(8), pp.787-795. Nader R., (2013), Planning Lifecycle in PRINCE2. Available at: https://www.projectsmart.co.uk/planning-lifecycle-in-prince2.php. Accessed: 04/03/19.

 

Task 1b – Stakeholder’s Analysis

Position of the Stakeholder	Type	Responsibilities in the project	Their Impact(s)	Their Influence (s)	Project’s need of the Stakeholder	The attitudes and risks from the stakeholder	The approach of management
The Project Sponsor	Sponsor	Provides finances used in the facilitation of the project activities	Very high	Very high influence	Financial support	The attitude is seen as positive Risk is having a conflicting view	The application of PRINCE 2 methodology
Project Board members	Advisors	Advices and directs the project team	Very high i	Very high influence	Their advice and recommendations	The attitude is  viewed as positive Risk is causing a longer time in decision-making process	The project team consulting the board on some sensitive matters
Project administrators	Administrators	Supervision the activities of the project Making sure the project team operates within the set schedule, cost and time	It is Very high	It is Very high	Administration services to the project team	The attitude is viewed as positive Risk is strictness that hinders effective accomplishment of duties by the project team	Effective communication with the project team
Project team	Hired	Carrying out project tasks as assigned by the project manager	It is High	It is High i	Professional skills and knowledge on project management	Attitude is perceives as positive The risk is an increased project cost	Teamwork among the members of the project team
Teachers’ representative	Beneficiaries	Representative of the teaching fraternity	It is low	It is low influence	Representing the teaching staff	The attitude is seen as positive Risk is having conflicting ideas with the project team	Collaboration and coordination with the project team
Students’ representative	Beneficiaries	Presenting the concerns of students to the project team	It is low impact	It is very low	Representing students in the project	The attitude is perceived as positive The risk is having conflicting views with the project team	Collaboration with the project team
Catering service providers (Suppliers of food and drinks)	Contracted	Provision of meals and drinks on the launch celebrations	It is high	It is high	Delivering meals and drinks on the launch celebrations	Their attitude is seen as  positive Their risk is delayed catering services	Communication with the project team
The Local community	Followers	Providing support to the project team	It is low	It is low	Accepting to attend the event	Their attitude is viewed as positive Risk is having conflicting views with the project team	Advising the local community to attend the event
Local government and authorities	Government	Issuance of the needed permits to authorise the event activities	High impact	High influence	Providing the needed permits on time as agreed	Attitude is positive Risk is frequent supervision	Ensuring active participation with the local team as well as collaboration
Entrainment Crew	Contracted	Offering entertainment on the launch celebrations	It is low	It is low	Entertaining the visitors	Their attitude is seen positive as The risk is failure in attending the occasion	Communicating with the entertainment crew
Invited dignitaries representative	Visitors	They will give speeches in the event celebrations	It is high	It is low	They will grace the occasion	Their attitude is positive Their risk is failing to attend the event	Reminding them of the event

 

 

Task 2 – Risk Register

 

				Gross Risk				Net Risk
Number	Description	Effect	Owner	Impact	Probability	Score	Mitigation	Impact	Probability	Score	Contingency Actions
1	The risk of time constraint	Delayed achievement of objectives and the ultimate increased expenditures	The Project manager	5	4	20	Completing activities as per the set schedule	2	3	6	Ensuring achievement of objectives as planned
2	Budget constraints risk	Opting for cheap services and products	Project manager	4	4	20	Avoid unnecessary expenditures	3	2	12	Having activities that fit in the set budget
3	Inappropriate services and products	Using low-quality products and services like catering	Operations manager	2	3	6	Ensuring high-quality services and products	3	3	2	Supervising the quality of the services and products provided
4	Poor coordination	Inadequate achievement of objectives	Project manager	4	3	10	Encouraging teamwork among the individuals involved	4	3	8	Support and motivation of the involved individuals
5	Poor communication mechanisms	Uncoordinated activities	Operation manager	5	3	8	Ensuring effective communication	5	2	6	Using every opportunity to share information
6	Ineffective leadership techniques	Inadequate guidance and direction	Project manager	4	3	20	Effective leadership techniques	3	2	8	Assigning roles accordingly to the project leaders
7	Delayed attainment of achievements	Affecting the institution calendar activities	Project sponsor and project manager	4	4	8	Following the set schedule of activities accordingly	4	3	6	Supervision of the project team
8.	Conflicting ideas	Uncoordinated  activities	Project team	3	2	9	Effective consultation and communication	3	2	2	Encouraging teamwork and collective decision-making
	Pollution	Conflict with the authorities dealing with pollution	Project team	4	3	20	Complying with environmental regulations and policies.	2	3	6	Preventing pollution
10	Invited dignitaries failing to attend the event	Low attendance	Project administrators	4	3	15	Reminding dignitaries to attend the event	3	2	8	Invited guest that will attend to grace the occasion

 

 

 

 

 

 

 

Task 3 – Work Breakdown Structure

1.0 Preparations before the launch day	2.0 Activities during the Launch Day	3.0 Activities after the Launch
1.1 Meeting the project sponsor	2.1 Venue preparations	3.1 Giving a report to the project sponsor
1.2 Acquisition of the permission and permits from relevant authorities	2.2 Celebrations day activities supervision	3.2 Meeting with the project team
1.3 Selection of the project team	2.3 Receiving guests	3.3 Gathering feedback from some of the key stakeholders
1.4 Meeting with the project team	2.4 Introductory remarks from the project administrator	3.4. Presenting the final report to the project sponsor
1.5 Assignment of duties	2.5 Speeches from representatives.	3.5 The end of the project activities
1.6 Invitation of dignitaries to the launch celebrations	2.6 Conclusion remarks from the project sponsor
1.7 Advertising the date and venue of the launch celebrations day	2.7 Meals
1.8 Students and teachers touring the refurbished building
1.9 Contacting catering service providers
1.10 Contacting entertainment service providers

 

 

 

 

Gantt chart illustrating the WBS

 

 

            Task 4 a – Importance of Strong Leadership

 

 

 

 

 

 

 

 

 

 

 

 

 

Task 4 b – Methodologies

 

 

 

 

Conclusion

 

 

 

References

Armstrong, J. (2016). Planning special events. San Francisco: Jossey-Bass

Ganttproject.biz. (2019). Download GanttProject. [online] Available at: https://www.ganttproject.biz/download/free [Accessed 1 March. 2019].

Heerkens, G. (2015). Project management. New York: Mcgraw-Hill Education.

Maylor, H., (2010). The improvement paradox in project contexts: A clue to the way forward?. International Journal of Project Management, 28(8), pp.787-795.

Meredith, J. (2019). Project Management. New York: Wiley.

Nader R., (2013), Planning Lifecycle in PRINCE2. Available at: https://www.projectsmart.co.uk/planning-lifecycle-in-prince2.php. Accessed: 04/03/19.

Pielichaty, H., Els, G., Reed, I. and Mawer, V. (2017). Events project management. London: Routledge.

Smith, J. (2017). A guide to the project management body of knowledge. Newtown Square, Pennsylvania, USA: Project Management Institute.