The City To Surf Fun Run - Case Study Example

THE TO SURF FUN RUN 0 INTRODUCTION to Surf Fun and Run is an annual road running event held in Sydney, Australia. It was first initiatedin the year 1971 by The Sun newspaper with inspiration from Bay to Breakers event in San Francisco. The run is scheduled on second Sunday of every August (City 2 Surf a). The road course comprises of 14 kilometer route that begins in the city centre of Sydney and passes through the suburbs of East Sydney, Kings Cross, Rushcutters Bay, Double Bay, Rose Bay,  Vaucluse,  Dover Heights and Bondi Beach (City 2 Surf c). The route’s most difficult part is "Heartbreak Hill" at the halfway mark, a 2 km long steep ascent from Rose Bay to Vaucluse along New South Head Road. Race is conducted for four categories which are Marathon, Half Marathon, 12km Run and 4km Run while each category has two sub categories for male and female (City 2 Surf b). Event calls for large number of runners around 60,000 runners from round the world to participate in run in different groups to promote fast runners. On its 40th anniversary in August 2010 almost 80,000 people joined race making it largest run of its kind (The Sun Herald, 2012). Number of participants has been growing since then and last year 85000 people joined (Richardson, 2012). Similar event is also conducted in Perth state of Australia initiated by ACTIV foundation with the road course of 4km, 12 km and 42 km first initiated in year 1975. This event is the largest in state and second largest in nation (City 2 Surf c). This report will conduct the analysis of the event in reference to the project management factors in project management domain. 1.1. NATURE OF THE PROJECT: Project Management, first coined in 1950’s has largely grown its domain in years. From beginning of the topic it was only confined with planning, budgeting and controlling areas of the given project (Bredillet, 2005) whereas now it has grown to linking projects with corporate strategies to enhance corporate competitiveness (Richardson, 2012). For understanding nature of projects, it requires to understand the two fundamental modes in which firm operates; an operational mode and project management mode. In former existing competencies are exploited to increase firms’ competitiveness whereas latter is aimed at researching new opportunities, new competitive advantage by using resources and money (Alojairi and Safayeni, 2009). Difference between both is given in image below: (Bredillet, 2005) Hence, understanding very nature of the project is very important that adds to overall value and competitiveness of firm. For the purpose, it needs to define five areas regarding the project: 1. Scope- what the project encompasses, in this case is the successful conduct of the event of City to Surf and Fun event. 2. Quality- what quality of output the project shall produce. In this case is the community support and involvement to make project successful and amount of funds raised. 3. Time: Time it takes to complete the project so that event is successfully held on time i.e. from beginning to completion of the City to Surf and Fun event by announcing results and completing post event necessities send by posts. 4. Cost: Budgeting of the overall cost of the project. 5. Risk: what are risks involved that may hinder the successful completion of project. For instance, in Event City to Surf and Fun reducing the chances of death events etc. or any other mismanagement. These five areas shall be addressed in SMART way (Specific, Measurable, Achievable, Resource needed and Time Frame). Respective to the nature of the project, it shall also provide clear view of what value does this project adds to overall organization in terms of economic benefits, social benefits, event growth, quality and sustainability, tourism, education, community and sector development etc (Christie, and McAteer, 2006). City to Surf and Fun are organized for the purpose of fun adding to its dimension is the raising. This and other such community sporting events not only provide people to have a big day to unite, enjoy, foster friendships and goodwill, and basic of all accumulate sizeable amount of funds (images below 2). It also benefits people and athletes to add their portfolio winning of position in an event (image 3). Alongside, event is the largest of its kind and it benefits the entire economy that includes food, clothing, hotels and lot more etc. on top of all, the event is an opportunity for ordinary people to be extraordinary by not opting for obesity and looking for fitness with all happiness gathered around them. Hence, the nature of this project is very simple but the size of the projects makes it very critical to manage. Constantly increasing number of participants highlights the fact that the nature and scope of the event has been well defined, understood and worked out. IMAGE 2 (City 2 Surf b) IMAGE 3 (City 2 Surf a) 1.2- APPROPRIATE MANAGEMENT STRUCTURE Every project in simple terms is managed by project manager organizing and coordinating a team and a project plan. The management structure of every project is very crucial for its success (Anantatmula, 2010). For events there are no ‘off the peg’ organizational structures that can be employed to get the event done and the requirement may vary from event to event and even for same event from time to time (Christie, and McAteer, 2006). Given below is the highlight of the management structure that shall be employed in conducting event. This is self designed organizational chart for the event. It can have more or less levels based on the requirement of the event and in accordance to be aligned with betterment in already designed methodology since years. To manage team is as important as the entire project as it is the team’s efficiency that directs the successful conduct of the project (Christie, and McAteer, 2006). Once the hiring of personnel is done and they have been delegated their due responsibilities, event manger should make sure that following key components are addressed in their entire team management: 1. ATTENDANCE: Since project is time based activity, punctuality and attendance of team members is necessary to ensure completion of tasks on time. 2. DISCUSSION: Each sub group manager shall ensure that discussion is conducted for the agenda given to its team members and no hidden agendas are kept that affect the morale of team in adverse manner. 3. DECISION: Decisions shall be made in light of the discussions held to positively impact efficiency of team members. 4. CONFIDENTIALITY: Team spirit shall be so built that decision once made with mutual consent be made final goal and no further discussions, views and reviews about it. 5. CONFRONTATIONS: In a team there are always number of ideas generated, some may appear to be very detrimental to the event. However, there shall be discussion on ideas and not on the people those ideas belong to. 6. CONTRIBUTION: Entire team, irrespective of small or large position shall contribute the overall project. With above key points incorporated in the team’s code of conduct, event / project manager will be ale to get overall formal and informal evaluation and communication. This will also help any sort of conflict management and building team commitment. “The City for surf Fun and Run” can follow any of such schedules of tasks that ensure task as well other details as follow: Since event “The City for surf Fun and Run” is a public event it requires more consideration on mentioned key pointer. Any conflict that gets beyond the boundaries of management will have unfavorable impact on the overall event as it may affect public and corporations’ physical and monetary participation. 1.3- WORK BREAK DOWN STRUCTURE Work Breakdown Structure is the breakdown of entire task into smaller pieces of work that identify various tasks’ details. Level-wise breaking up of entire task in smaller sub levels in an organized way benefits the team to complete the task without missing any area that is entitled to attention (Brotherton, Fried, and Norman, 2008). Work Break Down (WBS) is the foundational building block to initiate planning and executing, monitoring and controlling processes used in managing projects. Work Break down chart provides hierarchical (in a flow chart or tabular form) the entire description of the project with scope defining final outcome and levels defining ways to achieve it. It benefits the project with input, deliverables and output in smaller pieces. However, WBS does not provide any information regarding time frame associated with it. Four characteristics are associated with Work Break Down Structure: 1. OUTCOME ORIENTED: every level will complete certain portion of entire task 2. HIERARCHICAL BREAKDOWN: benefits team to have more manageable pieces of work that provide greater details of each piece of work effectively 3. THE 100% RULE: Work break Down Structure covers the entire scope of the project from starting to end point while including all interim processes. Completion of all levels will ensure completion of entire or 100% project. 4. ADAPTABLE PRESENTATION: WBS gives flexibility in presenting the entire project either tabular or hierarchical form. Hence, this adaptability makes it easier for entire team to understand the connection of each sub-task with its upper and lower level connection. Irrespective of other techniques that require special software understanding and operating skill. 1.3.1- WORK BREAK-DOWN STRUCTURE OF THE CITY FOR SURF FUN AND RUN 1. Event on second Sunday of August The City For Surf Fun And Run 1.1- Steering group decides event director. 1.2- Event director hires/ re-assigns duty to event manager who has been doing this event for last some years. 1.2.1- Production Manager 1. 1.2.1.1- Proposal call for contract for each of the categories of security arrangements, event, medical and first aid, catering, technical, steward, clothing and other accessories. 1.2.1.2- Evaluation of proposals 1.2.1.3- Selection of contractor 1.2.1.4- Finalization of deal 1.2.1.5- Contract given. 1.2.2- Finance Assistant 1. 1.1. 1.1.3. 1.1.4. 1.1.4.1. Planning and Budgeting 1.1.4.1.1. Developing financial plan with projected revenues and expenses 1.1.4.1.2. Getting approved by the top management 1.1.4.2. Controlling 1.1.4.2.1. Evaluating the actual and projected plan 1.1.4.2.2. Ensuring alignment of cost and revenue in accordance with projection 1.1.4.3. Bank Dealing 1.1.4.3.1. Meeting baker for the bank dealing for the project. 1.1.4.3.2. Deciding account instruction for inflow and outflow. 1.2.3- Program Manager 1. 1.1. 1.1.3.1. program schedule manager will decide the each task date of initiation and completion 1.1.3.2. Program manager will get the schedule and other details coordinated with entire team. 1.1.3.3. Coordinating schedule with city controller. 1.1.3.4. Participant data controller 1.1.3.4.1. Registering entries 1.1.3.4.2. Collecting details about the registered entries 1.1.3.4.3. Addressing participants’ queries 1.1.3.4.4. Issuing details of participant other departments as when required. 1.2.3.5- Risk Assessment Manager. 1.2.3.5.1 Identification and measurement of various risks 1.2.3.5.2 Risks assessment 1.2.3.5.3 Continence plan 1.2. 1.2.4- Sponsorship And Fundraising Manager 1.2.4.1- Sponsorship dealer 1.2.4.1.1. Meeting with potential sponsors 1.2.4.1.2. Making deals with sponsors 1.2.4.2- Fundraising teams 1.2.4.2.1.1. Conducting fund raising campaigns 1.2.4.2.1.2. Meeting potential fund raising units (NGO or individuals) 1.2.4.3- Policy matter for fund raising and sponsorships 1.2.4.3.1. Deciding policy matters regarding fund raising regarding that eligible fund raising units in alignment with legal matters etc 1.2.5- Marketing And Media Manager 1. 1.2.4. 1.2.4.1- Developing marketing plan by incorporating suggestion of all potential stakeholders including transportation and hotels etc. 1.2.4.2- Getting marketing plan approved from top management 1.2.4.3- Putting marketing plan in action on websites, news, flyers and other promotional content. 1.2.4.4- Evaluating marketing plan with respect to response received etc. 1.2.6- Volunteer Management Assistant 1.2.6.1- Receiving application from people interested to join as volunteers. 1.2.6.2- evaluation of volunteers 1.2.6.3- selection and training of volunteer 1.2.6.4- final placement of volunteers. All these sub activities will be completed on various levels. Completion of each activity will contribute the next level and hence, overall project will be completed on time. 1.4- RISK IDENTIFICATION AND RISKS MANAGEMENT STRATEGIES Every event is subject to any kind of risk until and unless it is successfully completed. Most of the projects undertake risk management but it also has underlying assumption that project planning should undergo reevaluation since it is not sufficient “to prepare perfectly for an imperfectly- predicted future”. Examination of risks is not only concerned with the safety issues but also with the fact that event is conducted in the safest manner and if any risk arises than los occur shall be least to the organizations as well as participants. It also argues that risk management cannot be assessed as it is one time activity conducted in beginning of the project that is not able to fully anticipate the future threat. Risk assessment is a systematic approach to identify hazards that could harm any of project conductor’s staff or participants. It requires assessment of the possibilities of risks associated with physical as well as foreseeable hazards and their detailed planning of controlling and mitigating process. However, though all risks cannot be measured and mitigated. It is necessary to measure the possible risks that can arise and to best of project planner effort it should have contingency plan for the every possible risk. One can devise a risk assessment measure as follows: RISK PROBABILITY IMPACT RANKING CONTINGENCY PLAN EVALUATION Type of risk Probability of risk to arise What impact will this risk have on overall project How much weight this risk carries What is contingency plan to overrun impact of this risk. Contingency plan shall be based on the acronym ETHANE (image given after this table) After completion of event or once the risk and its impact has been overcome, evaluation how it was done and how much plan was successful EXAMPLES Operational, financial and reputational: any fault in structural supplier’s supply LOW Overall disturbance in project schedule, if not fault not identified on early step before event it can cause harm to participant as well as reputation of the event. High; as its direct impact will on participants Safe and easy access to medical facilities at every short distance. Before event it is likely to have a mock test of meeting contingency and if any such unfortunate event arises then how successfully it was responded. Since the project City to Surf Fun and Run is a public event and is being conducted at very large scale, therefore, there are large numbers of risks that are associated with it. Some risks can be listed as follow: Financial: any issue such as delays, back-out etc relating to finance arrangement. Operational: error in completion of tasks on which other tasks are dependent. For example mistakes in handling data of registered people etc. Reputational: any misconduct or regulation violation will badly hamper the event reputation. Legal: legal issues mishandling can hit financial, operational and reputational setbacks. Health and Safety: Public run can anytime be affected by the changing weather etc. hence any issues relation to health and safety requires must be addressed by keeping arrangements. Conflict: any conflict among major stakeholders also requires well-considered solution mechanism. Event management should prepare the entire staff more crucial for the any such hazards; however, there are events beyond the control of management. For instance, any natural calamity or terrorist attack etc. such events are more stringent test of management’s preparation. At such instance, contingency plans success is it ability to minimize the level of harms and loss. 1.5- PORJECT MANAGEMENT TOOLS & SOFTWARES: To accomplish project work in due course of planning to accomplish desired results, application of project planning is very important (Jeston and Nelis, 2008). Project planning can be conducted in many ways depending upon the size and nature of project. Various project management tools and software are available that devises the entire project with its schedule. Using Gantt Chart schedule for WBS can be derived with details related to time each activity will take and interdependencies. Similarly, Project Evaluation and Review technique can also be used to get the minimum idea about minimum, normal and maximum time required completing each task. It will also provide critical path that provides information regarding critical nodes, resource focus on which will ensure completion of event on time. Since project is a public event and people from far and long participate in it, any delays in any sub activity will be highly damaging to entire project schedule that is not at all affordable to the overall reputation of the event. However, there are certain questions to the use of these techniques. Major, question is related to time deviation management focuses of these techniques which does not provide information about the causes of these problems. Another issue discussed in the literature regarding these techniques is sequential interdependencies. Further it is argued that plans provided by these techniques are optimal plans but not optimal solutions. Hence, although these techniques provide complete date-wise plan but insight information must also be evaluated from any other such plan or contingency situation considerations. CONCLUSION: This report provides detail consideration of the City to Surf Fun and Run in light of project management domain and analysis how project can benefit from using those techniques to improve performance or efficiency in reducing chances of error. References Alojairi, A., and Safayeni, F. (2009). “The Fragmented Nature Of The Project Management Field”, ASAC, Niagara Falls, Ontario, Available at http://ojs.acadiau.ca/index.php/ASAC/article/viewFile/662/571 [Accessed 8 September, 2012] Anantatmula, V. (2010). “Project Planning Techniques for Academic Advising and Learning”, The International Journal of the Scholarship of Teaching and Learning, vol. 6, no. 1, pp. 1-19. http://mountainrise.wcu.edu/index.php/MtnRise/article/view/19/9 [Accessed 8 September, 2012] Bredillet, C. (2005). “Understanding the very nature of Project Management: A Praxiological approach”, In Innovations : Project Management Research, Project Management Institute, London, Available at http://eprints.qut.edu.au/49501/1/49501.pdf [Accessed 8 September, 2012] Brotherton, S., Fried, R., and Norman, E. (2008). “Applying the Work Breakdown Structure to the Project Management Lifecycle.” PMI Global Congress Proceedings: Denver, Colorado, Available at http://www.ca.com/us/~/media/files/whitepapers/fried_wbs__pmi_global_congress_202925.aspx [Accessed 8 September, 2012] Christie, M. And McAteer, L. (2006). “Events Management: A practical guide”, Event Scotland., Available at http://www.eventscotland.org/assets/190 [Accessed 8 September, 2012] City 2 Surf a. Congratulations To All Finishers, Available at http://www.city2surf.com.au/default.asp?PageID=18225 [Accessed 8 September, 2012] City 2 Surf b. Frequently Asked Questions, Available at http://www.city2surf.com.au/default.asp?PageID=18204 [Accessed 8 September, 2012] City 2 Surf c. History, Available at http://www.city2surf.com.au/default.asp?PageID=17813 [Accessed 8 September, 2012] Jeston, J. and Nelis, J. (2008). Management by process: A practical road-map to sustainable business process management, London: Butterworth-Heinemann. Richardson, G. (2012). “Im converted, says Richo”, The Age. Available at http://www.theage.com.au/lifestyle/diet-and-fitness/im-converted-says-richo-20120818-24ez7.html [Accessed 8 September, 2012] The Sun Herald (2012). “Marquee Hire Information”, City 2 surf. Available at http://www.city2surf.com.au/ZUSER/City_to_Surf_marquee_info_APR12_DRAFT04_PRESS.pdf [Accessed 8 September, 2012] Read More