Risk Management Plan for Music Festival - Case Study Example

Case Study Name Institution Course Tutor Date Introduction Project management is a very sensitive task, which requires the management team to understand the required resources, determine all risks associated with the project, and implement good and efficient leadership towards the project. Music festivals are associated with a number of pitfalls, which require the project manager to manage the available opportunities efficiently. This paper seeks to conduct a resourcing plan, risk management plan, as well as leadership plan associated with a music festival, which will be held in country Victoria across the Australia Day weekend, 2016. The music festival is held when the weather is normally settled and fine. The past festivals had crowds ranging in size from 8,000 to 12,000, but there are limited local accommodations and roads are winding, hilly, and typically narrow. The festival will be held for three days. 1. Project A Resourcing Plan The 3-day music festival requires a number of resources for it to be successful; there is the need of workforce, equipments, tools, as well as processes. The resource planning requires identification of the size of the project team members depending with the number of tasks necessary to be performed (Herroelen 2014, 204). There is also the need of identifying the amount of resources that would be implemented Place and time; The music festival will be held in country Victoria across the Australia Day weekend, 2016 and will take three days. Organising committee: the project manager will need a group of around five people to assist in planning and organizing for the music festival. Plan and negotiate for technical assistance, security, parking, premises, and maintenance (Quinn, Amer, Lonie, Blackmore, Thompson & Pettigrove 2012, 18). Advertisement expenditure, contracts, and insurance Registration of the participants and the visitors, as well as issuing of tickets Premises allocation and payment, accommodation plan, transportation plan Workforce; volunteers and workers on payment depending on the number of crowds, which is from 8,000 to 12,000 or more; the required skills; the programmers, designers, photographers Transportation; vehicles and the number of trips to be covered, as well as the roads to be followed Security equipments, such as security lights during the night and the CCTV for supervision and monitoring of people’s movements and behaviour with the music festival premises and personnel including their training Hospitality matters; the hotels, meals, drinks, accommodations and the involved personnel Communication equipments and tools; posters, emails, internet networks, as well as the directional signage Finances required; sponsorship and the rate of charges to the crowds Power and energy sources, for instance the electricity and generator machines (Quinn et al. 2012, 20) Risk Management Plan The past festivals have been associated with a number of risks associated with crowding of people, roads, and accommodation. The potential risks include; Financial/ economical risks; The music festival will require a lot of finances and to manage this, the management team will require identifying the appropriate sources of finances to meet all the festival expenditure (Tsai, Lee, Shen & Lin 2012, 36). Human resources: There might be insufficient number of staff resources. To cope with this problem, the management team will ensure identification of efficient number of volunteers and other workers to play different duties. There will also be effective training of all personnel to gain the required skills in different tasks. Workers will be assigned diverse duties and will work under supervision. There will also good treatment and management of workers for their satisfaction. Power failure; In case of power problem, the management should ensure that there is an additional generator available at all times Cleaning and maintenance; The coordinator will monitor different departments and collaborate with cleaners in rectification of different situations. There can also be additional toilet in case of blocking of the toilet. It is evident that the weather is normally settled and fine at this time of the year, but there should be improvement of the premises for the event success. Security risks; The crowd and equipment shave to be secure, that is, the security monitoring equipments and alarms to be allocated. Missing children and equipments should be monitored. There would be usage of public address system for making announcements associated with security. There should also be fire distinguisher to prevent people from being endangered by fire (Tsai, et al. 2012, 40). Since the event will be a 3 day Music Festival to be held in country Victoria across the Australia Day weekend, 2016, the event planners will look for legal documentation and permission from the necessary bodies. Misconduct of the crowd; There should be security personnel to ensure that the crowd does not misbehave, for instance, through usage of drugs and alcohol especially from the entrance gate where all people will be monitored and incase of any issue, the police should be informed. To avoid public conflict, the security administration in the locality should be aware of the existence of the event. Since the past festivals had crowds ranging in size from 8,000 to 12,000, maintenance of the crowd should be advanced to ensure good conduct of all the people (Zwikael & Ahn 2011, 30). Road and environmental risks; The roads used should be kept in good condition and secured The management team will look for means of improving the roads to prevent their narrow, winding, and hilly status and they have been there before (Yaghootkar & Gil 2012, 129). Public health and welfare; there should be first aid equipments and provision of emergency services in case of incidences endangering the crowd and the festival participants, as well as visitors. Local accommodation has been limited in the past festivals, but for efficient welfare of the word, there will be alternative ways of expanding the available hotels and accommodation places. To avoid inconveniencies, the festive would be planned well with a strategic scheduling of events from the beginning to the end. The musicians or performers will be informed in advance, about how they would perform (Zwikael & Ahn 2011, 32). There should also be availability of media for advertisement and communication about the festival. Leadership & Management Plan for this project The music festival will require to be managed under efficient leadership. Leaders and managers are essential in making the music festival effective. A number of executive committee members who will plan regarding the entire festival activities will support the project manager. The leaders will corporate in planning for the festival through setting of the event goals, mission, and make efficient decisions to make the event successful. All the departments involved in the festival will be supervised and monitored by a manager or a supervisor who will be required to have good management, communication, delegation, and negotiation skills. The managers and the entire management team will be selected depending on experience and merit. The managers and leaders will be required to respect the supervisors, patients, and staff members (Herroelen 2014, 2009). They will also be required to have understanding skills, and knowledge of the purpose, tasks, and role of the services to be delivered. Every manager will be informed about what one requires to do exactly and when to do one’s tasks, as well as the resources to be used. The managers and leaders will be required to manage the activities in the festival, the resources, and people including the crowds and workers during the music festival. The problems associated with the management will have to be identified in advance to look for effective ways of solving them (Yaghootkar & Gil 2012, 138). The event plan will include the roles, as well as the responsibilities of each of the organizing committee members. 2. The chosen project approach The chosen project approach is the traditional approach, which will be conducted to ensure that the project goals and scope are held constant until the end of the project (Wysocki 2011, 19). The goals and objectives of the music festival will remain constant until the festival ends. The project manager will have to plan and identify the appropriate event resources according to the assumptions of all what will be required from the initiation to the completion of the music festival (Burke 2013, 16). This approach is unlike the critical chain, event chain project, and extreme project approaches. The critical chain approach makes assumption of a single constraint hindering the conduct of the project processes (Hwang & Tan 2012, 338). On the other hand, the event-chain project approach is where a constraint develops a number of constraints because of different departments being dependent on each other, thus constraints in different departments influencing each other. The event chain method enhances modeling of the uncertainties in the particular project through handling of the negative issues (Nixon, Harrington& Parker 2012, 212). Ultimately, the extreme project approach requires changing of the customer requirements whereby it might not be possible to acquire all the requirements of the entire project. These approaches are efficient in removing the constraints and solving problems in the particular project, that is, the upcoming music festival (Kerzner 2013, 32). The best approach is the traditional approach because the problems in different departments will not be transferred from one department to the other. This approach will enhance dealing with all the potential risks as mentioned above (Gido & Clements 2014, 16). The traditional approach supports the development cycle of the event or the music festival project through following of different processes, such as, initiation, planning and design, executing, monitoring and control, and closing or end of the project. References Burke, R 2013, Project management: planning and control techniques. New Jersey, USA. Gido, J, & Clements, J 2014 Successful project management. Boston: Cengage Learning. Herroelen, W 2014, A risk integrated methodology for project planning under uncertainty. In Essays in Production, Project Planning and Scheduling pp. 203-217. Springer US. Hwang, B G, & Tan, J S 2012, Green building project management: obstacles and solutions for sustainable development. Sustainable Development, Vol. 20, No. 5, pp. 335-349. Kerzner, H R 2013, Project management: a systems approach to planning, scheduling, and controlling. New York: John Wiley & Sons. Nixon, P, Harrington, M, & Parker, D 2012, Leadership performance is significant to project success or failure: a critical analysis. International Journal of productivity and performance management, Vol. 61, No. 2, pp. 204-216. Quinn, D, Amer, Y, Lonie, A, Blackmore, K, Thompson, L, & Pettigrove, M 2012, Leading change: Applying change management approaches to engage students in blended learning. Australasian Journal of Educational Technology, Vol. 28, No. 1, pp. 16-29. Tsai, W H, Lee, P L, Shen, Y S & Lin, H L 2012, A comprehensive study of the relationship between enterprise resource planning selection criteria and enterprise resource planning system success. Information & Management, Vol. 49, No. 1, pp. 36-46. Wysocki, R K 2011, Effective project management: traditional, agile, extreme. New York: John Wiley & Sons. Yaghootkar, K, & Gil, N 2012, The effects of schedule-driven project management in multi-project environments. International Journal of Project Management, Vol. 30, No. 1, pp. 127-140. Zwikael, O, & Ahn, M 2011, The effectiveness of risk management: an analysis of project risk planning across industries and countries. Risk analysis, Vol. 31, No. 1, pp. 25-37. Read More