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Project Introduction

Discuss about the Project Manager Leadership Role In Improving Project Performance.

The project is related to charitable trust in Oman, which is just planning to conduct an event for raising fund.  the Charitable Trust being very famous in Oman is the 'Oman Charitable Organisation (OCO)'. OCO is established in 1996 and is being medley funded by the Government of Oman (Oman Charitable Organization, 2018).  It is also being funded from public body in the form of donation or some event is organised to collect the money for the betterment of the trust and the Orphan children. This trust takes care of the orphans, by providing daily food, shelter, and education system.  OCO has conceptualized to organise a grand event for the collection of money, which they shall use for the betterment of the charity. So, this project is all about the arrangement of an event for collecting money sorry don't profit organisation like Charitable Trust.

The objective of developing the project for the goal can be defined by using SMART process to define the objectives very specific and they should be measurable, achievable, relevant and time bound (Sampietro, 2016). The goals are:

Specific

The project is to be organised and event for raising money for the benefit of OCO

Measurable

The project budget should be Limited within 100.000 OR

Achievable

By arranging the event the Charitable Trust should gain amount of 5 times the project amount, i.e. 500,000 OR

Relevant

The event should be such a large and great so that it can provide the facility to develop revenue 50% of the current Reserve

Time bound

By selling the tickets of event total hundred percent of the project cost should be added within the first 2 months of the declared the event venue and time

The project team members shall consist of very lean structure to look after the event management so that the fundraising event can be organised and delivered properly. The key members who shall handle the project directly are the sponsor of the project, the project manager, the human resource manager, the administration manager and few volunteers.  The roles of each team member are as below:

Sponsor

Approve the project charter and arrange funds for the event management project (Kloppenborg, et al., 2014)

Project Manager

Make the event successful by managing all the activities that serve activities properly along the stakeholders’ management (Anantatmula, 2010).  Most of the time project managers should be handling the communication channel and all reporting requirements.

HR Manager

Shall look after the recruitment, motivation, and demobilisation of the human resources (Huemanna & Turner, 2007)

Administration Manager

Organise the event and arrange all admitted item

Volunteers

Support the overall project whenever and wherever they are required.  volunteers are being recruited for helping all the key stakeholders in the project and fill the gap present in the team

The project has been divided into four stages first is the conceptualisation of the project, second is the planning, third is the marketing / execution of the project and d forth is the closing of the event. The overall project time schedule and the cost budget is also developed based on these four stages of the project. The list of deliverables shall be presented with the time schedule. The milestone schedule is as below:

Task Name

Fund Raising event for OCO (Oman Charitable Organisation)

   DEFINE: Conceptualisation

      Milestone: Start the Fund-raising event project

      Milestone: Finishing of conceptualisation stage of the Fund-raising event project

   DESIGN: Planning for the event

      Milestone: Start the planning of the event

      Milestone: Finishing of the planning phase of fund raising event

   DELIVER: Execution of the event

      Marketing of the event

         Milestone: Start of the marketing activity for the event

         Milestone: Finishing of the marketing activity for the event

      Hosting the event

         Milestone: Start the hosting event activity

         Milestone: Finnish of the hosting event activity

   DEVELOP: Close the Fund-raising event project

      Milestone: Start of the closing activities and review of outcome of the project

      Milestone: Finishing of the closing activities and review of outcome of the project

The WBS (Globerson, 1994) of the ‘Fund Raising event for OCO (Oman Charitable Organisation)’ is shown below:

WBS

Task Name

1

Fund Raising event for OCO (Oman Charitable Organisation)

1.1

   Conceptualisation

1.2

   Planning for the event

1.2.1

      Milestone: Start the planning of the event

1.2.2

      Identify the needs / requirements

1.2.3

      Plan the scope management

1.2.4

      Plan the time management

1.2.5

      Plan the cost management

1.2.6

      Plan the risks involved in the event

1.2.7

      Plan the communication

1.2.8

      Plan the procurement actions

1.2.9

      Plan the human resources

1.2.10

      Develop the project management plan

1.2.11

      Milestone: Finishing of the planning phase of fund raising event

1.3

   Execution of the event

1.3.1

      Marketing of the event

1.3.2

      Hosting the event

1.4

   Close the Fund-raising event project

The list of activities along with the time estimation is shown below:

WBS

Task Name

Duration

1

Fund Raising event for OCO (Oman Charitable Organisation)

175 days

1.1

   Conceptualisation

18 days

1.1.1

      Milestone: Start the Fund-raising event project

0 days

1.1.2

      Select Key Stakeholders / senior employees

5 days

1.1.3

      Develop charter

11 days

1.1.4

      Approve the charter for the event

2 days

1.1.5

      Milestone: Finishing of conceptualisation stage of the Fund-raising event project

0 days

1.2

   Planning for the event

67 days

1.2.1

      Milestone: Start the planning of the event

0 days

1.2.2

      Identify the needs / requirements

10 days

1.2.3

      Plan the scope management

10 days

1.2.4

      Plan the time management

22 days

1.2.4.1

         Develop WBS

3 days

1.2.4.2

         Develop activity list

5 days

1.2.4.3

         Estimate the duration of the activity

7 days

1.2.4.4

         Estimate the resources required for the activity

12 days

1.2.4.5

         Develop a schedule

2 days

1.2.5

      Plan the cost management

20 days

1.2.5.1

         Estimate cost

15 days

1.2.5.2

         Define the budget

5 days

1.2.6

      Plan the risks involved in the event

10 days

1.2.7

      Plan the communication

5 days

1.2.8

      Plan the procurement actions

10 days

1.2.9

      Plan the human resources

5 days

1.2.10

      Develop the project management plan

10 days

1.2.11

      Milestone: Finishing of the planning phase of fund raising event

0 days

1.3

   Execution of the event

72 days

1.3.1

      Marketing of the event

30 days

1.3.1.1

         Milestone: Start of the marketing activity for the event

0 days

1.3.1.2

         Provide a brand to the event

10 days

1.3.1.3

         Conduct crowd funding

20 days

1.3.1.4

         Manage the performers

15 days

1.3.1.5

         Milestone: Finishing of the marketing activity for the event

0 days

1.3.2

      Hosting the event

42 days

1.3.2.1

         Milestone: Start the hosting event activity

0 days

1.3.2.2

         Streamline the team

10 days

1.3.2.3

         Delegate the power

5 days

1.3.2.4

         Make the venue ready for the show

30 days

1.3.2.5

         Conduct The event

2 days

1.3.2.6

         Milestone: Finnish of the hosting event activity

0 days

1.4

   Close the Fund-raising event project

18 days

1.4.1

      Milestone: Start of the closing activities and review of outcome of the project

0 days

1.4.2

      Demolish the structures of the event

10 days

1.4.3

      Arrange an evaluation review meeting

5 days

1.4.4

      Measure outcome

4 days

1.4.5

      Document lessons learned

2 days

1.4.6

      Milestone: Finishing of the closing activities and review of outcome of the project

0 days

The direct cost of the project will depend on the number of resources being used for the project. The list of resources with their unit cost are:

Resource Name

Type

Initials

Max. Units

Std. Rate

Sponsor

Work

SP

100%

R.O. 75.00/hr

Project Manager

Work

PM

100%

R.O. 60.00/hr

HR Manager

Work

HRM

100%

R.O. 40.00/hr

Admin Manager

Work

AM

100%

R.O. 30.00/hr

Volunteer

Work

V

300%

R.O. 15.00/hr


Based on the unit rates and the resource assignment to complete the overall schedule, the following cost estimate is obtained (it is assumed that the cost includes the contingency reserves)

Task Name

Resource Initials

Cost

Fund Raising event for OCO (Oman Charitable Organisation)

R.O. 99,880.00

   Conceptualisation

R.O. 11,880.00

      Milestone: Start the Fund-raising event project

 0.00

      Select Key Stakeholders / senior employees

PM, SP

R.O. 5,400.00

      Develop charter

PM

R.O. 5,280.00

      Approve the charter for the event

SP

R.O. 1,200.00

      Milestone: Finishing of conceptualisation stage of the Fund-raising event project

0.00

   Planning for the event

R.O. 39,880.00

      Milestone: Start the planning of the event

0.00

      Identify the needs / requirements

PM

R.O. 4,800.00

      Plan the scope management

PM

R.O. 4,800.00

      Plan the time management

R.O. 3,480.00

         Develop WBS

V

R.O. 360.00

         Develop activity list

V

R.O. 600.00

         Estimate the duration of the activity

V

R.O. 840.00

         Estimate the resources required for the activity

V

R.O. 1,440.00

         Develop a schedule

V

R.O. 240.00

      Plan the cost management

R.O. 9,600.00

         Estimate cost

PM

R.O. 7,200.00

         Define the budget

PM

R.O. 2,400.00

      Plan the risks involved in the event

AM, V

R.O. 3,600.00

      Plan the communication

HRM

R.O. 1,600.00

      Plan the procurement actions

PM

R.O. 4,800.00

      Plan the human resources

PM

R.O. 2,400.00

      Develop the project management plan

PM

R.O. 4,800.00

      Milestone: Finishing of the planning phase of fund raising event

0.00

   Execution of the event

R.O. 37,120.00

      Marketing of the event

R.O. 16,600.00

         Milestone: Start of the marketing activity for the event

0.00

         Provide a brand to the event

AM

R.O. 2,400.00

         Conduct crowd funding

HRM, V

R.O. 8,800.00

         Manage the performers

AM, V

R.O. 5,400.00

         Milestone: Finishing of the marketing activity for the event

0.00

      Hosting the event

R.O. 20,520.00

         Milestone: Start the hosting event activity

0.00

         Streamline the team

HRM, V

R.O. 4,400.00

         Delegate the power

PM, V

R.O. 3,000.00

         Make the venue ready for the show

AM, V

R.O. 10,800.00

         Conduct The event

PM, AM, HRM, V

R.O. 2,320.00

         Milestone: Finnish of the hosting event activity

0.00

   Close the Fund-raising event project

R.O. 11,000.00

      Milestone: Start of the closing activities and review of outcome of the project

0.00

      Demolish the structures of the event

AM

R.O. 2,400.00

      Arrange an evaluation review meeting

V

R.O. $600.00

      Measure outcome

PM, AM, HRM, SP, V

R.O. 7,040.00

      Document lessons learned

PM

R.O. 960.00

      Milestone: Finishing of the closing activities and review of outcome of the project

0.00

Risk No.

Risk Type

Description (Iacob, 2014)

Likelihood

Impact

Risk Rating

1

Threat

There is a risk that the performers could not come for performing during the event day

Unlikely

Critical

High

2

Threat

There is a threat that the project could not be made ready till the event day

Possible

Major

High

3

Threat

There is a threat that the overall project budget got exhausted due to increase in cost of stage making material

Possible

Critical

High

4

Opportunity

There is an opportunity, that the tickets may get sold out early and the profit could be obtained even before the start of the event

Likely

Major

High

Project Objectives

Risk No.

Risk Response Type

Mitigation Plan

1

Avoid

All the performers shall be advised to join the venue one day in advance, so that the condition of not attending the performance as per schedule can be avoided

2

Reduce

The time contingencies shall be added to the overall project duration

3

Reduce

The cost contingency shall be added to the overall project budget to reduce the chances of getting overrun

4

Enhance

The chances of selling of tickets early should be motivated for gaining more money for the charitable trust

The main objective of this project quality plan is to complete the project well with the project boundaries such as the time limitations, the cost limitation and the resource limitations. the quality of the product will be termed as accomplished if the major functional unit could be organised on time well with the cost expectation limitation and with high standard of quality. Each stage of development of this project starting from the conceptualisation, planning, executing and closing should happen as per the little budgeted schedule.

The methods which can be adopted for obtained Insurance of quality are the inspection and the performance test. the overall project should be inspected at the end of every 15 days and the Inspector should develop an audit report to show the latest present in the system. Identification of all the loopholes for the weekly the project can help in further improve the quality standard so that the overall Project objective could be met. As a part of the quality assurance plan is project parameters should be checked at every 15 days by the project manager to obtain the trend performance curve. In case of any abdominal it is observed that the total analysis has to be done by using 7s technique.

All the distinct types of quality control tools such as the reviews, periodic inspection, audit scope statistical analysis of the performance, the use of quality standards such as prince2 shall be followed to comply with the quality of the project.

References

Anantatmula, V. S., 2010. Project Manager Leadership Role in Improving Project Performance. Engineering Management Journal, 22(1), pp. 13-22.

Globerson, S., 1994. Impact of various work-breakdown structures on project conceptualization. International Journal of Project Management, 12(3), pp. 165-171.

Huemanna, M. K. A. & Turner, R. J., 2007. Managing human resources in the project-based organization. International Journal of Project Management, Volume 25, pp. 315-323.

Iacob, V.-S., 2014. Risk Management and Evaluation and Qualitative method within the Projects. EcoForum, 3(1), pp. 60-67.

Kloppenborg, T. J., Tesch, D. & Manolis, C., 2014. Project Success and Executive Sponsor Behaviors: Empirical Life Cycle Stage Investigations. Project Management Journal, 17 March, 45(1), pp. 9-20.

Oman Charitable Organization, 2018. Oman Charitable Organization. [Online]
Available at: https://www.donate.om/DonationsPortal/Pages/Page.aspx?NID=4101
[Accessed 27 April 2018].

Sampietro, M., 2016. Project Team Members and Project Goals and Objectives. PM World Journal, August, V(VIII), pp. 1-7.

Wilson, J. M., 2003. Gantt charts: A centenary appreciation. European Journal of Operational Research, pp. 430-437.

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