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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