Music Festival Project Management

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Executive Summary

A one-day music festival is arranged to take place in Greenwich Park. The project will start on March 28, 2011, and end on June 5, 2011, with the festival taking place on June 4, 2011. The estimated number of attendees is 10,000 people. The current report outlines the details of the project, the tasks, stakeholders, division of roles and responsibilities, and potential risks of the project.

Stakeholders

The stakeholders are individuals or organizations involved in the project, and/or those whose interests are directly influenced by the project’s success and completion (PMI Standards Committee and Project Management Institute, 1996). The key stakeholders in a project of planning a one-day music festival in Greenwich Park are the following:

UK music promoter – the sponsor of the project.
Team A – a project management team responsible for the planning process for the music festival.
Subcontractors – various subcontractors who will be hired during the duration of the project to perform the task involved.
Customers – the attendees of the festival.

Business Needs

The initiation of the project is based on the business need of the promoter, where the authorization of the project is driven by the tickets’ sales revenues, which are estimated at the maximum capacity of the venue -10,000 people, and the determined ticket price – £ 40. Other sources of expected revenues include advertisers and sponsors.

Scope Statement

Project Justification

The project is concerned with planning a one-day Music Festival that will take place on the 4^th of June 2011, in Greenwich Park. The project is concerned with all steps leading to the festival apart from performers’ contracts and accommodations. Namely, the project will help to prepare areas, such as the development of event site, development of event infrastructure, food and beverages operations, transportation, and security.

The deliverables of the project can be seen through the following:

Setting up the venue.
Setting up the stage.
Sold ticket.
Promotion materials.
Human Resource Management (HRM) –staff ready for the project.
Performers.
The event.
Post-festival Service.

Specific Project Objectives

The duration of the project is 70 days – 10 weeks, starting from Monday, 28^th of MARCH, 2011, and ending on 5^th of June, 2001, the day after the festival, for cleaning, demounting, and de-installation of equipment. The set date for the festival is Saturday, the 5^th of June, 2011.

Work-Breakdown Structure (WBS)

The Work Breakdown Structure (WBS) for the event can be seen as follows:

Human Resource Management (HRM) (Walton, 2010)
- Identification of needed jobs.
- Development of job description.
- Determination of the number of workers needed.
- Conduct interviews.
- Hire.
- Establish a schedule.
Promotion
- Design advertisements.
- Contact Printing Companies.
- Select a company.
- Print posters.
- Distribute Posters.
- Put ads in news Papers.
Tickets
- Design tickets.
- Contact Printing Companies.
- Select a company.
- Print tickets.
- Contact distribution centres.
- Distribute tickets.
The Park
- Buy materials.
- Construct booths.
- Paint booth.
- Install booth.
- Contact suppliers.
- Deliver supplies.
- Operate Booth.
- Decorate park.
The Stage
- Contact Companies.
- Deliver Materials.
- Set up the stage.
- Set up the lighting.
- Setup fences and Barriers.
- Rent Equipment.
- Setup Equipment.
Performers
- Contact performers’ representatives.
- Contact transportation companies.
- Coordinate performers arrival.
- Sound checks.
- Provide transportation to the event.
The event
- Contact Security Companies.
- Assign coordinator.
- Start the Event.
- End the Event.
Post Festival
- Dismantle Equipment.
- Dismantle Stage.
- Dismantle Booths.
- Clean-up.
- Terminate Employment.
- Deliver Report.

Tasks and Milestones	Duration	Start date	End Date
Human Resource Management (HRM)	15 days	28 March 2011	15 April 2011
Identification of needed jobs	3 days	28 March 2011	30 March 2011
Development of job description	2 days	31 March 2011	01 April 2011
Determination of the number of workers needed	1 day	04 April 2011	04 April 2011
Conduct interviews	5 days	04 April 2011	08 April 2011
Hire	5 days	11 April 2011	15 April 2011
Establish a schedule	5 days	11 April 2011	15 April 2011
Promotion	17 days	31 March 2011	22 April 2011
Design advertisements	5 days	31 March 2011	06 April 2011
Contact Printing Companies	3 days	07 April 2011	11 April 2011
Select a company	1 day	12 April 2011	12 April 2011
Print posters	8 days	13 April 2011	22 April 2011
Distribute Posters	3 days	18 April 2011	20 April 2011
Put ads in news Papers	1 day	21 April 2011	21 April 2011
Tickets	21 days	07 April 2011	05 May 2011
Design tickets	3 days	07 April 2011	11 April 2011
Contact Printing Companies	3 days	12 April 2011	14 April 2011
Select a company	1 day	15 April 2011	15 April 2011
Print tickets	10 days	18 April 2011	29 April 2011
Contact distribution centres	1 day	02 May 2011	02 May 2011
Distribute tickets	3 days	03 May 2011	05 May 2011
The Park	21 days	06 May 2011	04 June 2011
Buy materials	3 days	06 May 2011	10 May 2011
Construct booths	3 days	11 May 2011	13 May 2011
Paint booth	2 days	16 May 2011	17 May 2011
Install booth	3 days	18 May 2011	20 May 2011
Contact suppliers	1 day	23 May 2011	23 May 2011
Deliver supplies	0 days	03 June 2011	03 June 2011
Operate Booth	0 days	04 June 2011	04 June 2011
Decorate park	4 days	23 May 2011	26 May 2011
The Stage	7 days	27 May 2011	05 June 2011
Contact Companies	1 day	27 May 2011	27 May 2011
Deliver Materials	1 day	30 May 2011	30 May 2011
Set up the stage	3 days	31 May 2011	02 June 2011
Set up the lighting	1 day	31 May 2011	31 May 2011
Setup fences and Barriers	1 day	01 June 2011	01 June 2011
Rent Equipment	1 day	30 May 2011	30 May 2011
Setup Equipment	2 days	03 June 2011	05 June 2011
Performers	3 days	04 June 2011	07 June 2011
Contact performers’ representatives	1 day	06 June 2011	06 June 2011
Contact transportation companies	0 days	06 June 2011	06 June 2011
Coordinate performers arrival	0 days	06 June 2011	06 June 2011
Sound checks	1 day	07 June 2011	07 June 2011
Provide transportation to the event	0 days	04 June 2011	04 June 2011
The event	2 days	02 June 2011	05 June 2011
Contact Security Companies	1 day	02 June 2011	02 June 2011
Assign coordinator	1 day	03 June 2011	03 June 2011
Start the Event	1 day	04 June 2011	04 June 2011
End the Event	0 days	05 June 2011	05 June 2011
Post Festival	2 days	05 June 2011	06 June 2011
Dismantle Equipment	0 days	05 June 2011	05 June 2011
Dismantle Stage	1 day	05 June 2011	05 June 2011
Dismantle Booths	1 day	05 June 2011	05 June 2011
Clean-up	0 days	05 June 2011	05 June 2011
Terminate Employment	1 day	06 June 2011	06 June 2011
Deliver Report	0 days	06 June 2011	06 June 2011

Assumptions

It should be noted that cells in which 0 days are displayed imply that the tasks will start and end on the same day. Accordingly, several assumptions will be made in outlining the relationship between tasks. The first one is related to the start of the project, in which a constraint is set for the first tasks of the project to start no earlier than 28^th of March, 2011. The second assumption is related to the dependencies between tasks. All tasks are dependent on each except for “Start the Event” tasks, which start is set for the 4^th of June date. Finally, except for the 4^th of June, i.e. the day of the Festival, and the day that follows, i.e. the 5^th of June, all working weeks are 5 days, where the task that consists of 3 days and starts on Friday transfers to the start of the next week.

Roles and Responsibilities

The tasks and the responsibility will be developed with consideration to the number of team members assigned to the project. The team consists of four members and a team director. For convenience team members will be numbered through the process of outlining their roles and responsibilities. The roles and the responsibilities of the project team and the roles and responsibilities of the client team are outlined in the following table:

Responsibility	Team Member	Tasks	Client Team
Supplies	Member 1	Construction supplies	Cost and Budget
	Member 2	Food and Beverages
	Member 3	Rental equipment
Coordination	Member 4	Call management Contact companies
HRM	Members 1,2,3,4 (group work)	Identification of needed jobs Development of job description Determination of the number of workers needed Conduct interviews Hire Establish a schedule	Costs and Budget
Promotion	Member 1	Poster (Printing and distribution)	Marketing Cost and Budget
	Member 2	Advertisements (Printing and distribution)
	Member 3	Ticket (Printing and distribution)
	Member 4	Contact Companies and HR
Park	Members 1	Booths	Costs and Budget Marketing
	Member 2	Food and Beverages
	Member 3	Decoration
	Member 4	Contact Companies and HR
Stage	Member 3	Rental equipment	Costs and Budget Performers’ representatives
	Member 4	Call management Contact companies Coordination
	Member 1,2	Stage setup control
Event	Members 1,2,3,4 (group work)	Transport Security Booth operations Coordination	Costs and Budget Performers’ representatives
Post Festival	Member 1,2,3	Coordination and control	Costs and Budget
Post Festival	Member 4	Contact Companies and HR	Costs and Budget

Project Communication and Control

The role of the team can be seen in planning activities and effective coordination of the tasks and their control. In that regard, effective communication is an essential aspect of the project. The dissemination of information and the total control of the project is the responsibility of the project director. Any changes in the tasks their activities, schedules, and resources e approved through the Project’s director through established procedures and documentation (Gido, 2011). Additionally, the director will hold responsibility for the final report delivered after the project’s completion.

Procurement Management

In managing subcontractors, the kind of purchases made will determine the type of contract used. There are several types of purchases and arrangements during the project, which can be divided into three types:

Services.
Materials.
Labour.

The services include printing the promotional materials, and the services of security and transport companies. For transport and security companies’ unit price contacts will be arranged. Unit price contracts can be defined as contracts in which the seller of the service or the product is paid a pre-set amount per unit of service (PMI Standards Committee and Project Management Institute, 1996).

In this case, the unit of service is an hour for both the transport and the security. The unit of services is attached to a particular product, per car, or security officer in this case. Several companies will be contacted before the implantation of the project, where the company with the lowest bid will be considered. A fixed price or a lump sum contract might be arranged with the security company for arranging the security of the park during the day of the festival. In that regard, the number of security officers required, or the hours of work might be ignored, with the focus being on the final product which is securing the park and the venue during the festival for as long as the festival takes place. Lump-sum contracts can be defined as contracts that involve a fixed “price for a well-defined product” (PMI Standards Committee and Project Management Institute, 1996). The latter can be considered as a form of outsourcing activities (Wallace, 2007). Lump-sum contracts can be arranged for cleaning the park after the festival as well, where cleaning the park can be defined as the product in question, for which a fixed price will be paid.

The materials for the project can be purchased or rented for the duration of their exploitation. The purchased materials those required for the construction of food and beverages booths, their painting, and the decoration of the park. Accordingly, the latter include the supplies needed for booths’ operation, i.e. the food and the beverages. In this case, unit price contracts will be also used, where all of the supplies can be measured in units and the products can be quantified easily.

The labour part of the project includes all staff that had to be employed during the various parts of the project and with various durations. The tasks include designing posters and tickets, distribution of posters and tickets, carpenter tasks (booth constructions), painters, workers (decorations, setting fences, setting the stage, dismantling the stage, etc). The type of contract suitable for such a purpose is a cost-reimbursable contract. Such contracts can be defined as those which involve “payment (reimbursement) to the seller for its actual costs. Additionally, the salaries of the team working on the project will be also classified as cost reimbursable contracts, namely in the category of direct costs.

Risk Management

The risk management plan of the project will identify the main risks in the project, their level, the resources assigned, and a contingency plan in case the risk shall occur. As every project faces a range, responding to those risks is a matter of planning, i.e. acknowledging the existence of those risks and planning how they can be mitigated (Heerkens, 2005). Classifying the response to the risks, it can be stated that the response mainly focuses on risk-mitigating, through either reducing the probability of occurrence or reducing the risk event value, i.e. insurance. The risks identified in this project along with their contingency plans can be seen through the following table:

Risk Plan
Risk #	Work Task	Risks’ Description	Risk Root Cause	Risk Category	Consequences	Risk Response
1	Human Resource management	Incorrect estimation of the number of jobs needed. Incorrect identification of needed jobs	Poor work-break-down structure Misrepresented requirements by the sponsors. Incorrect estimation of needed resources	Low	Shortage in workers Delays in schedule	Establishing regular review period to revise HR requirements. Arranging staff to be ready for emergency staff shortage. Starting early and extending the periods of non-crucial tasks to mitigate delays.
2	Promotion	Disapproval of designs. Insufficient time for promotion. Misprints or incorrect information on posters that should be changed. Posters not printed on time.	Incorrect comprehension of requirements. Printing companies receiving or misrepresenting information Incorrect estimation of time by Printing companies	Medium	Delays in schedule Increase in costs.	Insurance in contract Review periods Early start and extend the duration of tasks.
3	Tickets	Misprints on tickets Insufficient tickets printed Printing tickets delayed until the start of sales.	Incorrect information delivered. Incorrect estimation of schedule.	High	Delays in sales. Low sales.	Contractual insurance. Subcontracting two printing companies. Early start and adding to the duration of the tasks when preparing schedules.
4	The Park	Shortage of materials Delays in delivery Shortage of workers Changes in requirements Late delivery of supplies	Incorrect estimation of procurement and resources. Sponsors. HRM estimation Suppliers.	Medium	Delays in the schedule. Going over the budget.	Contractual insurance with suppliers. Subcontracting several suppliers. Reviews periods with sponsors. Establishing 10% contingency in budget. See HRM contingency.
5	The Stage	Shortage of materials Delays in delivery Shortage of workers Unavailability of equipment on time	Incorrect estimation Incorrect scheduling of tasks HRM	Medium	Delays in the schedule.	Subcontracting several suppliers. Rescheduling tasks
6	Performers	Inability of performers to come on time for soundcheck. Inability to arrange transportation in time. The need for change in the equipment.	Poor coordination with sponsors’ and performers’ representatives. Poor division of tasks. Miscommunication of performers’ requirements.	Low	Delays at the start of the concert. Going over the budget.	Arranging review of requirements before setting up. Contacting several transport companies. Arranging sound checks with performers’ representatives.
7	The event	Insufficient Security Insufficient food and beverages. Performers not coming on time. Technical malfunction, (light, sound, etc).	Incorrect estimation delivered to security companies. Incorrect estimation of needs. Transport companies. Traffic. Power outage. Software problem.	High	Delays in starting the concert. Cancelation. Postponing the concert.	Insurance. More than a transport company was contacted. Backup-power and system. Scheduling earlier arrival. Engineers and technicians ready.
8	Post-Festival	The inability to dismantle equipment and clean the park before Monday.	Insufficient workers. Staff not showing up. Incorrect estimation of task duration.	Low	Working overtime. Going over the budget for salaries and equipment rental fees.	10% contingency cost included in the budget. Arranging more workers for the date.

Reference List

GIDO, J. 2011. Successful project management, Cincinnati, OH, South-Western Pub.

HEERKENS, G. 2005. Project management: 24 lessons to help you master any project, New York, McGraw-Hill.

PMI STANDARDS COMMITTEE & PROJECT MANAGEMENT INSTITUTE 1996. A Guide to the project management body of knowledge, Project Management Institute.

SILVERS, J. R. 2004. Professional event coordination, Hoboken, N.J., Wiley.

WALLACE, S. 2007. The ePMbook. Simon Wallace. Web.

WALTON, K. 2010. Article Based on WBS structure. Project Management for Festivals. Web.

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