The paper mainly reflects on the organization “Manager Network” that mainly engages in providing networking related benefits for the people all across Australia. It is found that the main aim of the organization is to organize a conference that will generally provide proper information on the cutting-edge leadership topics which mainly includes leadership skills, knowledge as well as trends. It is found that the conference will also be helpful in promoting the management networks by providing professional development for the clients. It is found that the entire project will be completed successfully by 12th November 2018.
It is found that the roles as well as authorities of the project team members are generally provided in the table below:
Team members |
Roles and authority |
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Project manager |
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|
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|
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Food manager |
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Decorator |
<please fill> |
The in-scope of the project include:
The out-scope of the project include:
The project milestones are provided below:
Milestone |
Completion date |
Completion of planning phase |
30th July 2018 |
Completion of execution phase |
24th September 2018 |
Completion of closure phase |
12th November 2018 |
The sequence and dependencies of the tasks is reflected in the table below:
Task Name |
Dependencies |
Conference for the organization “Managers Network” |
|
Project planning phase |
|
Meeting |
|
Venue selection |
2 |
Audiences identification |
3 |
Deciding on a theme |
4 |
preparing budget and plan |
5 |
Finding sponsors |
6 |
Milestone 1: Completion of the project planning phase |
7 |
Project execution phase |
|
Setting date and booking venue |
8 |
Providing lighting as well as audio visual facility |
10 |
Arranging rental equipment |
11 |
Making arrangement for accommodation of the participants |
12 |
Milestone 2: Completion of execution phase |
13 |
Conference |
|
Conference meting |
14 |
Food and beverage |
|
Arranging food for the participants |
16 |
Food preparation |
18 |
Sign off the project |
19 |
Milestone 3: Completion of final phase |
20 |
The roles and responsibilities of the team members are provided below:
Roles |
Responsibilities |
Project manager |
They are mainly responsible of initiating, executing as well as planning the project for conducting a conference successfully. |
Event manager |
The event manger is the person who is mainly responsible of arranging the conference for discussing the cutting-edge leadership topics. |
Business consultant |
The business consultants take the responsibility of managing the conference in context to marketing, human resources as well as accounting. |
Food manager |
Food manger is the person who takes the responsibility of managing the work that are associated with the food arrangement for the project participants. |
Decorator |
The decorator is the person who generally engages within the project for decorating the venue so that the theme of the conference can be understood by the participants. |
Project sponsor |
The entire accountability of the conference will be handled with the help of the project sponsors. |
The stakeholders who are mainly associated with the project are reflected below:
Project communication
The communication plan for the project is provided in the table that is given below:
Audience |
Message |
Vehicle |
Timing |
Responsible |
Project manager |
The team leaders generally provide information about the status of the project |
Email, status report |
10a.m |
Team leaders |
Team members |
The project manager generally discusses the objectives as well as goals of the project. |
Email, Face to face meting |
9.am |
Project manager |
Team leaders |
The team members generally discuss on the problems that they face while undertaking the project. |
Email, Face to face meting |
9.am |
Project team members |
The changes that are required with the project are mainly listed below:
Changes in the schedule: As the date of the conference changes, it is very much necessary to change the date of the project schedule so that the project can be completed on time.
Changes in the budget: It is identified that due to the changes in the schedule, the budget of the project increases and therefore it is necessary to change the budget of the project.
The cost of the project can be managed properly throughout the lifecycle of the project are generally elaborated below:
Tracking of budget: It is quite important to track the budget that is used for executing each of the activities of the project regularly in order to make sure that the entire project can be finished in the approved budget.
Proper management of resources: It is quite necessary to manage the entire work properly so that the budget that is associated with the project does not increase
The risk management plan is provided in the table below:
Risk |
Description |
Impact |
Probability |
Mitigation |
Schedule slippage |
It is identified that the project schedule is not properly managed then the project manager faces number of challenges in finishing the project activities on time as per the schedule. |
High |
High |
It is quite necessary to create the schedule of the project properly by estimating the project time accurately. |
Budget shortfall |
If scope creep occurs then the budget that is associated with the project generally increases. |
High |
High |
It is quite necessary use steps for avoiding scope creep so that the project can be finished successfully within the assumed budget. |
The issue management is illustrated below in the given table:
Issue |
Description |
Impact |
Probability |
Resolve |
Improper management |
Inability of the team to manage the project activities can create issues in project completion. |
Medium |
Medium |
Utilization of proper strategies of project management is quite helpful in mitigating the issues and challenges. |
It is found that after the completion of the project management plan, the plan will be reviewed by the project mangers as well as higher authority of the organization.
References
Conforto, E.C., Salum, F., Amaral, D.C., da Silva, S.L. and de Almeida, L.F.M., 2014. Can agile project management be adopted by industries other than software development?. Project Management Journal, 45(3), pp.21-34.
Golini, R., Kalchschmidt, M. and Landoni, P., 2015. Adoption of project management practices: The impact on international development projects of non-governmental organizations. International Journal of Project Management, 33(3), pp.650-663.
Joslin, R. and Müller, R., 2015. Relationships between a project management methodology and project success in different project governance contexts. International Journal of Project Management, 33(6), pp.1377-1392.
Kerzner, H., 2017. Project management metrics, KPIs, and dashboards: a guide to measuring and monitoring project performance. John Wiley & Sons.
Samset, K. and Volden, G.H., 2016. Front-end definition of projects: Ten paradoxes and some reflections regarding project management and project governance. International Journal of Project Management, 34(2), pp.297-313.
Sánchez, M.A., 2015. Integrating sustainability issues into project management. Journal of Cleaner Production, 96, pp.319-330.
Todorovi?, M.L., Petrovi?, D.?., Mihi?, M.M., Obradovi?, V.L. and Bushuyev, S.D., 2015. Project success analysis framework: A knowledge-based approach in project management. International Journal of Project Management, 33(4), pp.772-783.
Too, E.G. and Weaver, P., 2014. The management of project management: A conceptual framework for project governance. International Journal of Project Management, 32(8), pp.1382-1394.
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