____________________
Project Management Plan:
“Sustainable Sustenance”
Trade Show
Prepared by:
Cheuk L V Chui
Cong Cong
Cintia Nunes
Duncan Wong
Kuo C K Tsai
Wan Seen Stephanie Yung
Date created:
15/12/2010
Table of Contents
Content
Page #
1. Overview ……….
3
1.1 Executive Summary ………
3
1.2 Objectives ……….
4
1.3 Success Criteria ………..
5
1.4 Product Breakdown Structure of Deliverables …………
6
2. Managerial Process ……….
8
2.1 Work Breakdown Structure ………
8
2.2 Responsibility Matrix ………...
10
2.3 Schedule ………...
11
2.3.1 Milestones Overview ………
11
2.3.2 Schedule Overview ………...
11
2.3.3 Full Schedule ………
13
2.3.4 Schedule Risk Analysis ………...
16
2.3.5 Schedule Risk Evaluation ………...
17
2.4 Resource Plan ………...
18
2.4.1 Staffing Plan ………...
18
2.4.2 Staff Training Plan ………
19
2.4.3 Resource Acquisition Process ………
19
2.4.4 Resource Acquisition Plan ………..
19
2.4.5 Resource and Service Quality Evaluation ……
19
2.5 Stakeholder Management Plan ………...
20
2.6 Cost Breakdown Structure ……….
22
2.6.1 Budgeting ………..
22
2.6.2 Main Cost Drivers ………....
24
2.6.3 Cost Evaluation ………....
26
2.7 Risk Management ………
27
2.7.1 Sources, Description of Risks ………....
27
2.7.2 Risk Matrix ……….
28
2.7.3 Risk Treatment, Contingency Plans …………..
29
2.7.4 Risk Register ……….
31
3. Project Monitoring Strategy ………..
32
4. Post-Review: Evaluation and Decision-Making ………...
33
1. Overview
This section of the PMP (i.e., Project Management Plan) provides an overview of the objectives, success criteria and the main deliverables of the project.
1.1.
Executive Summary
This PMP discusses the details for Supreme Shows in planning and executing a “Sustainable Sustenance” Trade Show in the UK for both all previous stakeholders and the (consumer) general public. The purpose of this PMP is not to concretely provide a ‘go’ or ‘no-go’ decision on whether to go forward with running the show, but rather to identify the benefits, costs and risks associated with the show hence should act as a major contributor/assistance to senior management in making the final decision (i.e., whether to run the show for the general public (or not) in the future). This PMP points out all vital and basic steps to take and be aware of throughout planning and execution, which should be followed through thoroughly by any project teams when running the show from the first show thereafter and also for the future shows (i.e., this PMP is applicable for any project teams that are responsible in running the “Sustainable Sustenance” Trade Show).
1.2.
Objectives
The main concept behind the show is to provide a space where businesses, suppliers, restaurant owners, other stakeholders concerned and (for the first time) consumers (the general public) can gather together and exchange information on a variety of topics in the rapidly growing field of organic, craft, traditionally and ethically produced (e.g., Fair-trade) food and drink.
Below are the main desired outcomes of the project:
1. Make a profit on the show, with gross margins in regions of 20-25%. The company expects to make a profit on the show in the regions of 20-25% (normally profits are at this range). This is the most quantitative objective in the project.
2. Raise consumer/public interest in sustainable foods and extra-European produce.
Feedbacks from previous visitors on the show has indicated that demand for a wider range of foods is encouraged and if this is fulfilled as one of the objectives market share will be gained (and lost if otherwise).
3. Generate interests/likely demand for a consumer-orientated exhibition. Since it is the first time that the show is opened to consumers (the general public), it is reasonable to have this as one of the main objectives as this would ultimately affect the decision whether the “Sustainable Sustenance” Trade Show will be opened to the general public in the future.
4. Enhance the company’s reputation in running exhibitions/shows. Whatever the interest/popularity of the introduced extra-European produce and consumer interest (even if the interests generated for the foods are not as great as expected/hoped), the show must be executed in a favourable manner which ultimately would lead to an enhancement to the company’s reputation. This is an important qualitative objective that must be met.
By keeping this general vision in mind and focusing on the objectives, we hope to provide evidence of success/failure that would greatly assist the senior management team to decide whether the show should run again for the general public in the future and if so (and beyond to this), whether to increase investments and expand the scale of the show in the future potential years to come.
1.3.
Success Criteria
The success criteria below will state how the success/failure of the project will be determined in relation to the stated objectives.
The project is a success if the following criteria are fulfilled1: Objective 1 –
Make a profit on the show, with gross margins in regions of 20-25%. A profit is made on the show;
Gross profit with margins in regions of 20-25%. Objective 2 –
Generate interests/likely demand for a consumer-orientated exhibition. Visitor numbers reach 2000+ on Saturday (when the show is opened to the
general public);
Good feedbacks (or little complaints) from the general public on the show during and after the show.
Objective 3 –
Enhance the company’s reputation in running exhibitions/shows.
Good feedbacks (little complaints) from stakeholders during and after the show.
Exhibitors express interests to partner with the company in running shows again in the future.
Gain a great interest from the media in shows ran by the company. Generate public interests on shows ran by the company.
Objective 4 –
Raise consumer/public interest in sustainable foods.
Visitor numbers reach 2000+ on Saturday (when the show is opened to the general public);
Good diversity of visitors (visitors from different age groups, backgrounds, occupations, nationalities etc.);
Good diversity of exhibitors (with a wide range of sustainable foods); Good media attention/interests in sustainable foods;
More than half of the visitors from the general public have interactions with the stalls/exhibitors.
1
N.B: The first three objectives are the ones that must be met in order for this project to be successful from the company’s perspective. Objective 4 would therefore be a ‘bonus’ if fulfilled but without it, it is still possible to deem the project as ‘successful’.
1.4 . Product Breakdown Structure of Deliverables
The PBS below shows a tree of the deliverable items (whether tangible or intangible) with approximate delivery dates where known (how long it takes from initial starting date of the project).
0. Running a ‘sustainable’ food exhibition (257 days) Obj. 1. – Profit, gross margins 20-25% (257 days)
1.1 Revenue
1.1.1- Exhibitor’s fees 1.1.2- Sale of visitor tickets 1.1.3- Sale of advertising space 1.1.4 - Sponsorship
1.2. Cost
1.2.1- Hiring venue
1.2.2- Fees for specialist speakers and demonstrators 1.2.3- Human resources
1.2.4- Others: e.g. PA; ticket print costs etc. 1.3. Strategy
1.3.1- Strategic management, planning of the show 1.3.2- Create awareness & generate interests from stakeholders in the show
Obj. 2. – Raise consumer/public interest in sustainable foods (257 days) 2.1. Exhibition visitors (from the general public)
2.1.1- Diversity of visitors: occupation, age group etc. (so to target at a wide range of audience)
2.1.2- Visitors’ interests in sustainable foods 2.1.3- Visitors’ interactions with exhibitors 2.2 Exhibitors
2.2.1- Diversity of exhibitors: variety of origins/foods 2.2.2- Exhibitors’ interactions with visitors
2.2.3- Good quality of knowledge in sustainable foods 2.3. Media
2.3.1- Media’s interest in sustainable foods
2.3.2- Good feedbacks from the media on the show 2.3.3- Level of coverage on the show on media materials 2.4. Advertisement
2.4.1- Generate interests of the show in general public 2.4.2- Through different mediums & communication channels (e.g., brochures, posters, websites etc.)
Obj. 3. – Enhance company’s reputation in running exhibitions/shows (246 days)
3.1. Interests generated
3.1.1- Exhibitors continue to partner with company to run shows
3.1.2- More exhibitors express interests to run the show 3.1.3- Greater interests from the public and media in shows ran by company
3.2. Feedbacks on the show
3.2.1- Good feedbacks (or little complaints) during and after the show from stakeholders
3.3. Deliver a quality and reliable service on running shows 3.3.1 – Ensure a wide range of quality foods from the exhibitors (via control and monitoring)
3.3.2 – Ensure quality of demonstrators and speakers; quality PA and lighting system in place
3.3.3 – Ensure smooth traffic and adequate security throughout
3.3.5 – Constantly monitor human resources and staff before, during and after the show
Obj. 4. – Printed tickets, posters, brochures and any other marketing materials (154 days)
4.1 Quality of the printed materials
4.1.1 – Design of printed materials, must look professional 4.1.2 – Printed materials must have a consistent, clear message (e.g., theme of the show)
4.1.3 – Printed materials must include logos of sponsors 4.1.4 – Ensure that information (such as location, time of event etc.) is printed correctly
Obj.5. – Thank you letters to stakeholders concerned (257 days) 5.1 Quality of the Thank You Letters
5.1.1 – Professional and communicate sincere wordings of thanks to all concerned stakeholders
2. Managerial Process
This section of the PMP includes all vital and practical steps to cover in order to ensure success in running the show. Although it can be adjusted to needs according to the project team’s given scenarios (i.e., this is a PMP with flexibility), it act as the main guidance to plan and execute the show.
2.1.
Work Breakdown Structure
The WBS below lists all of the tasks that are needed to be done for the project. 0 The exhibition
Milestone: Exhibition day decided 1.0 Initial preparation
1.1 Develop project plan 1.2 Venue booking
1.2.1 Research for suitable venue 1.2.2 Negotiate quote
1.2.3 Venue booking confirmation and agree venue contract 1.3 Recruitment
1.3.1 Recruitment of European food exhibitors
1.3.1.1 Research potential exhibitors and establish exhibitor requirements
1.3.1.2 Contact exhibitors and promote show availability 1.3.1.3 Send confirmations and invitations
1.3.2 Recruit new extra European (exotic food) exhibitors 1.3.2.1 Research potential exhibitors and establish
exhibitor requirement
1.3.2.2 Contact exhibitors and promote show availability 1.3.2.3 Send confirmations and invitations
1.3.3 Establish exhibitor requirements (for space and facilities) 1.3.4 Finalize exhibitors list and contract agreement
1.3.4.1 Finalise exhibitors list
1.3.4.2 Negotiate and agree contracts 1.3.5 Recruit speakers/demonstrators
1.3.5.1 Research potential speakers/demonstrators 1.3.5.2 Contact speakers /demonstrators
1.3.5.3 Send confirmations and invitations 1.3.6 Agree/finalise on speakers/demonstrators contract
1.3.6.1 Finalise speakers/demonstrators list
1.3.6.2 Establish speakers/demonstrators schedule and requirement
1.3.6.3 Agree on speakers/demonstrators contracts 1.3.7 Organise speakers/demonstrators, transport and accommodation
1.4 Plan layout of exhibition space 1.5 Develop show build plan 1.6 Marketing
1.6.1 Advertising
1.6.1.1 Design and sell advertising space 1.6.2 Sponsors
1.6.2.2 Contact and present ideas
1.6.2.3 Convince and negotiate sponsorship deals 1.6.2.4 Agree on sponsorship contracts
1.6.3 Develop and produce exhibition brochure 1.7 Ticketing
1.7.1 Update supreme website and online booking system 1.7.2 Organise ticket pricing and production
1.8 Budgeting
1.8.1 List expected revenues and costs 1.8.2 Assign budget
1.8.3 Decide contingency fund 1.9 Legal and Compliance
1.9.1 Inform authorities 1.9.1.1 Police 1.9.1.2 Hygiene 1.9.1.3 Fire brigade
1.9.1.4 First aid (ensure ambulance on site) 1.9.2 Seek for legal advices
1.10 Find security company 1.10.1 Appoint security 1.10.2 Agree hiring contract 1.10.3 Position set up
1.10.4 Decide on emergency procedure and training (if necessary) 1.11 Find cleaning company to restore venue
1.11.1 Set expectations for the cleaning company 1.11.2 Agree on hiring contract
1.12 Design questionnaire/survey for evaluation after exhibition Milestone: Initial preparations complete
2.0 Final preparations 2.1 Procure stands
2.2 Install stands in exhibition hall
2.3 Install decorative, facilities and advertising materials, lightings and PA systems in venue
2.4 Prepare refreshment, toilets and facilities for disabled persons 2.5 Rehearsals and emergency drill
Milestone: Final Preparations and rehearsals complete Milestone: Show starts
3.0 Running the show
3.1 Open and operate the show 3.2 Event monitoring
3.3 Register trade visitors on arrival Milestone: Show ends
4.0 Show closure
4.1Decommision exhibitor stands and other hardware and materials 4.2 Restore venue to as-hired condition and return venue
Milestone: Returning the venue 5.0 Evaluation
5.1Prepare post-event review
5.1.1 Evaluate survey forms from exhibition attendees 5.1.2 Develop database of visitor interest
5.1.3 Produce and present report (including financial) to senior management
5.2 Send thank you letters to exhibitors and demonstrators Milestone: Project review complete
2.2.
Responsibility Matrix
The matrix below identifies roles and responsibilities (within the internal structure i.e., those who are actually involved with planning and running the show). The keys show the different types of responsibilities.
Task # WBS/OBS Project
Manager Procure-ment Manager Assistant Project Manager Marketing Team Admin Assistant Legal Advisor Fore-man Fitter Cleaning Co. Security Co. IT Executive Steward
1 1.1 Develop project plan R S
1.2 Venue booking R, N S, M S, N S, N S
1.3 Recruitment R, N S, M S, N S, N S
1.4 Plan layout of exhibition space R, N, M S, M S, N
1.6 Marketing R, N, M N S S
1.7 Ticketing R, M M, N S
1.8 Budgeting R, N S
1.9 Legal and compliance R, N N S S
1.10, 1.11
Find security and cleaning company
R, N S M, N
1.12 Design survey for evaluation R, N M, N S
2 2.1 Procure stands R, N S, M N, M
2.2 Install stands, decorative materials in exhibition hall
R, N, M M N, M S S
2.4 Prepare refreshment, facilities etc. R, N, M S, M N, M
2.5 Rehearsals and emergency drill R, N, M N S, N, M S, N, M
3 3.1 Open and operate show R, M N S, M S, N S
3.2 Event monitoring R, M S, M S, N
3.3 Register trade visitors on arrival R, N, M S, M S, M
4 4.1 Put down stands, hardware etc. R, N, M M N, M S
4.2 Restore and return venue R, N, M S, N, M S, N, M S S
5 5.1 Prepare post-event review R, S S S
5.2 Send thank you letters R, S S
- Responsibility Matrix Table
2.3.
Schedule
This gives an overview and a full schedule of all the tasks necessary to plan and run the show successfully, Risks involved with the schedule are also identified.
2.3.1 Milestones overview
The exhibition date is set to be 7thNov 2011, which is approximately 11 months from now. All relevant project tasks are stated clearly in the WBS section. Based on the WBS, milestones had been set as according to the progression of the project. The table below shows all the milestones and its expected completion date.
Milestone Date
Exhibition date decided 3/12/2010
Initial preparations complete 30/9/2011
Final preparations and rehearsal complete
4/11/2011
Show starts 7/11/2011
Show ends 12/11/2011
Returning the venue 17/11/2011
Project review complete 25/11/2011
- Milestones Overview and Key Dates.
Time estimation and time contingency
In order for all project tasks to be completed on time, the time estimation in this project used a PAP factor of 1.20. This will add more times to cover any unproductive working time, sudden changes or delay that will occur. This method is used in preferable to the PERT and other estimation techniques due to the nature of the project and the level of understanding the team had on the topic. Since the project team is new to the food exhibition market, it will lack the experiences and on the job knowledge, therefore it is difficult for the team to set a specific early and late starting and finishing date accurately, which requires exceptional experience and knowledge to set. As a result, a more universal time estimation technique should be used instead.
2.3.2 Schedule overview
The network diagram on the next page shows the overview of schedule up to level 2 of the WBS. It includes key information, including critical paths, forward path and back ward path
NB: Final preparation can only begin once permission to use the venue is gained, as according to the contract agreement, this date is 10/10/112. Running the show must also start on the specific date of 7/11/11.
2
Assuming that all tasks are done in time to meet the 10/10/11 date – however this can be adjusted according to different scenarios for project teams.
0
Exhibition day decided
0 0 4 4 4 0 Initial preparations 216 0 220 4 4 216 Initial preparations complete 0 216 220 4 220 240 Final preparation 20 220 240 20 240 Final preparation complete 0 240 240 0 240 Show starts 0 240 240 0 246 Show ends 0 246 246 0 246
Running the show
6 240
246 0
250
Returning the venue
0 250
250 0
257
Project review complete
0 257 257 0 257 250 257 Evaluation 11 246 257 0 246 250 Show closure 4 246 250 0 246 246 240 240 240 220
2.3.4 Schedule Risk Analysis – major risks with solutions
For the accuracy and the timeliness of the project, the general risk of the project is listed below:
Illness and injuries to project team members; Sudden changes, e.g., weather.
Other major risk for each phase is identified and listed below.
Initial preparations:
No replies from new exhibitors during recruitment due to lack of connections in industries;
Prolonged time lag in the recruitment reply from exhibitors, demonstrators and speakers; Failure to find suitable or available venue;
Disagreement in contract negotiations; Difficulties in seeking for sponsorship deals; Prolonged time lag in brochure printing delivery; Technical difficulties arise in web page upgrading.
Final preparations:
Technical difficulties in procuring and installation of the stands, lighting and PA system; Failure to provide refreshment;
Delay on the date for permission to use the venue, due to sudden issues i.e. from previous user, weather changes.
Opening and running of the show:
Failure in data input computer system.
Decommission of the show:
Fail to achieve desirable venue condition; Caused damages in the venue.
Evaluation:
Computer failure, losing customers data;
Larger set of the data than extended, which require time extension to evaluate all data. Most of the risks involved in this project are externally related; this means that the project team is less liable to control the timing of such tasks. In order to keep track on schedule, extensive monitoring is required. This will include continuous correspondence tracking. Any problems or conflicts that may occur during a task should be stated clearly in the contract agreement.
The next major risk is the technical issues, this is difficult to judge and assess, but the project manager or IT executive should be able to give good approximation on the level of difficulties/risks in a task provided with their experience and knowledge. Besides, all the tasks where technical issue may arise in this project are similar to what the project team used to do in the computer exhibition industry, therefore probability of technical error occurrences are low. However should technical issues arise the project manager should immediately seek for professional consultations from the organization or IT executive.
Contingency for schedule risk
As mentioned above, all tasks are applied to a PAP factor of 1.20. This will act as the contingency time to cover any unproductive working time and sudden changes or delay that will occur. Given the available time of the project, this would be enough, and should be able to avoid any unnecessary extra cost that may arise from project delay. Therefore no additional contingency time will be provided.
2.3.5 Schedule Risk Evaluation
The tightest schedule occurs in the first phase, initial preparation. In addition most of the tasks in this phase are externally related, hence outcomes and timeliness of the tasks maybe out of the project team’s control. Besides, this is the phase where most critical tasks lie, without completion of this phase nothing else can be progressed therefore great focus must be paid during this phase. Exceptional progress monitoring must be performed at this stage, this also involves progress monitoring of external source. However because the time between initial preparations phase and final preparations phase is quite long, so there will be sufficient time for the project to be delivered on time even if progress falls behind schedule slightly.
In the final preparations, opening and running of the show and show closure, tasks are less intense and date of these three phases will be confirmed once the project starts, so the probability of the progress falling behind schedule on these three stages will be relatively low. The final phase, evaluation, is intensive, given the large set of data received from the questionnaires, but this is not to be a concern as it is always possible to involve more resources to speed up this process. Although such increase in resources will contribute to the cost but this will be minor.
In summary, the risk for the progress to run behind schedule is low. The major risk listed above will act as a reference to the potential threads the project may face. However throughout the project many other unlisted sudden changes can occur, which project manager should be aware of and should provide a solution to as soon as possible to avoid any delay and increase in cost to the project.
2.4.
Resource Plan
Below provides guidance for the project team to help ensure that manpower will be deployed effectively and efficiently throughout the project.
2.4.1 Staffing Plan - (within the internal structure - those who are actually involved with planning and running the show)
Staff Number Required skill levels Duration for staff (days)
Effort levels needed at various times in the project Sources of Staff preparation running closure evaluation
Project
Manager 1
High level of managerial skill; some
knowledge about shows and exhibitions 78 high medium low medium internal Assistant
Project Manager
1 High level of managerial skill; some
knowledge about shows and exhibitions 72.3 high medium low medium internal
Procure-ment Manager
1 High level of procure skill; medium level of
managerial skill 53.1 high low low low internal
IT
Executive 1 High level of IT skill 8 high low low low
new employee Admin
assistant 6
High level of admin skill; medium level of
managerial skill 21 medium high low high
new employee
Fitter 5 High level of fitting skill 10 high low high low new
employee Foreman 1 High level of motivation skill; medium level
of admin skill 4 high low low low
new employee Agency
staff 30
High level of explicatory skill; high level of
service skill 6 low high low low
new employee
Cleaners A company Good work skill and good reputation 1 low low high low hiring of
contractors Legal
advisor 1 High level of legal skill 1 medium low low low
hiring of contractors Marketing
team A team High level of marketing skill 57.5 high low low low
new employee Security
staff A company Good work skill and good reputation 6 low high low low
hiring of contractors
2.4.2 Staff Training Plan
Staff Types of training # of people to be trained Training methods
Admin assistant
employee orientation;
external training; mentoring 6
Instructor-led training; Self-directed training
Foreman employee orientation;
mentoring 1
Self-directed training; Just-in-time training
Agency staff
employee orientation;
external training 30 Instructor-led training Marketing
team
employee orientation;
external training A team
Instructor-led training; Just-in-time training
Fitter External training ;
mentoring 5
Instructor-led training; Self-directed training
- Staff Training Plan Table
N.B: If IT executive is a new employee then training for him/her needs to be included. 2.4.3 Resource Acquisition Process3
2.4.4 Resource Acquisition Plan Resource When to Acquire
in Project Main Constraints
Main Possible
Issue Methods to Address Issue
Exhibition
stands Final preparation Resource volume Technical Monitor contractor PA system Final preparation Cash flow Cost Negotiation for best quote Decorative
material Final preparation Resource volume Technical Monitor contractor Venue Initial preparations Cash flow, time,
organisation policy Cost
Negotiation and comparison for best quote
Advertising
material Final preparation
Time, resource
volume Technical Monitor contractor Nails and
screws Final preparation Resource volume Technical Monitor contractor Stationery Initial preparations Resource volume N/A N/A
Lighting Final preparation Staff availability Technical Monitor contractor
Refresh-ment Final preparation
Time, resource
volume Schedule Schedule smoothing and levelling Toilet
Facilities Final preparation Staff availability Schedule Schedule smoothing and levelling Facilities
for the Disabled
Final preparation Staff availability Schedule Schedule smoothing and levelling
-Resource Acquisition Plan 2.4.5 Resource and Service Quality Evaluation
All resources acquired should be of high quality. Quality control will be needed at every stage of the resource acquisition process and any poor quality resource should be replaced. The quality of staff service should be evaluated by service questionnaires, set appropriate punishments for those who provide poor quality service and improve the service skill of staff during the staff-training. The quality of service from staff should be considered should there be extension of contracts in future projects.
3
2.5.
Stakeholder Management Plan
This identifies the project’s main stakeholders (including both internal and external), strategies to maintain communications and strategies to increase support and reduce any opposition.
Stakeholder What are they Concerned with?
Medium of Communication
When to Commute
Desired Outcome Action to increase support
Actions to reduce opposition
Responsible
Project team Anything related with the project. Team meetings Phone calls E-mails Throughout the show – before, during and after. Successful in running the show with positive feedbacks.
Recognise good performance; provide support where necessary, with needed resources in time, with advice when team consults.
Listen to team’s problems; delegate responsibilities; financial incentives/rewards; ensure team works under abided legal contracts.
Project manager
Sponsor Why providing a sponsorship would benefit them. Feedbacks of the show. Meetings/ presentation Letters E-mails Phone calls (All formal) Before and after the show.
Sponsor satisfied with the show and happy to provide sponsorships to projects in the future.
Provide appropriate information of the show, particularly the message brought to the public, expected interests of the show, benefits for sponsoring.
Continuation and persistence in negotiating for a
sponsorship; provide more benefits/incentives to potential sponsor. Marketing team Consumer (end user)
What the show is about and how they would benefit from it.
Brochures Web pages Newspapers Magazines Local media e.g. radio Invitation letters Before the show Generate interests on the show from the public. Positive feedbacks after the show. Generate interests in ‘sustainable’ foods and a diversity of foods.
Ensure that marketing team communicates well and appeal to the public about the show – correct message is given.
Ensure that those who intend to come to the show would buy a ticket. Marketing team Project support office Anything that is related to operations of the show e.g., technical systems etc.
Individual briefings Team meetings Phone calls E-mails Throughout the show – before, during and after. Successful in running the show with positive feedbacks.
Make them feel that they also hold responsibility to the success of the show and consult for advices when there are problems.
Inform senior management of lack of support (should it lack); constantly provide them with progress of the show.
Project team
Regulatory body
Whether the project has followed all regulations set. Meetings Letters E-mails (All formal) Throughout the show – before, during and after.
All regulations are followed by the project team.
Ensure that the project team knows clearly the regulations provided and make sure that they are followed throughout.
N/A*
*On the assumption that all regulations are followed by the project team.
Project team
Local government
Whether the project has met all the expectations set. Meetings Letters E-mails (All formal) Throughout the show – before, during and after.
All expectations are met by the project team.
Ensure that the project team knows clearly all expectations and are met throughout.
N/A**
** On the assumption that all expectations are met by the project team.
Project team
Senior management
Pros and cons that come with the project. Benefits that can be gained from running the show e.g., profit
Meetings E-mails Throughout the show – before, during and after. Decision made in allowing to run the show (and also in the future)
Present brief as to why the project would be a success. Continuously report progress of the project.
Ensure that they understand the benefits they could gain from running the project and make improvements to where there may be flaws.
Project manager and team
Suppliers/ contractors
What benefits they get in helping the project team. Phone calls E-mails Meetings Before the show. Suppliers/contractors provide reasonable deals to the project team.
Increase financial incentives or other potential added benefits for the supplier/contractor.
Reduce opposition via reasonable negotiations that are mutually beneficial. If supplier/contractor continue to oppose then look for another.
Project team
Media What stories they can tell their readers and target audience.
Interviews
Meetings
E-mails
During and after the show.
Gives positive feedbacks on the show and generate more interests from those concerned, particularly the public on ‘sustainable foods’ and the food show.
Provide more information on the show. Actively engage in media activities.
Provide media with stories to report that contain value of interest to the public; provide financial incentives.
Project team
Paid workers (part time)/ volunteers
Paid workers: the pay they receive; Volunteers: the job they do and what they learn from it Phone calls E-mails Brief meetings Before and during the show
Work done smoothly throughout the show.
Ensure that they know what their roles are in the project and provide support where necessary.
Try to understand and provide support to problems. However do not contemplate for too long as it is possible to recruit others and not waste valuable time.
Project team
Exhibitors Diversity of visitors, facilities at the venue, size and quality of stalls and whether they will gain marketing payoff during and after the show. Meetings E-mails Letters Phone-calls Before and during the show
Provide quality foods and services to visitors. Meet expectations. Great interactions with visitors.
Ensure that they know the potential benefits through running the show e.g., to boost their reputation etc. Provide support to ensure they could participate in the show smoothly.
Provide more incentives; increase media coverage of the show. Project team Demonstra-tors and speakers Diversity of visitors, facilities at the venue, size and quality of stalls, how attentive the visitors are and whether they will gain marketing payoff during and after the show. Letters E-mails Phone calls Meetings (All formal) Before and during the show Provide quality demonstrations to entertain visitors. Great interactions with visitors.
Ensure that they know the potential benefits through running the show e.g., to boost their reputation etc. Provide support to ensure they could participate in the show smoothly.
Provide more incentives; increase media coverage of the show.
Project team
- Stakeholder Management Plan Table
*N.B: The stakeholder communications plan should be adjusted as necessary throughout the project life cycle.
Power/Interest (P/I) Matrix4This clearly identifies all stakeholders concerned with the project along with their ‘Power/Interest Score’ (i.e., P/I Score) and level of impacts.
2.6.
Cost Breakdown Structure
Below shows a thorough breakdown of all appropriate costs for the project, it includes detailed costing information (how costs are derived from resource costs) and a discussion of the main cost “drivers”
2.6.1 Budgeting
The project budget is the attribution of costs across the WBS in terms of tasks and by resource types. The budget is calculated by allocating the cost breakdown structure into different areas of spending – labour cost, equipment cost, space cost, material cost, miscellaneous and a third party cost. The third party cost refers to the amount assigned for marketing (Project 2), which consists of cost responsible for setting the advertising rates and selling advertising space.
Task Task Description Labour Cost[3] Equipment Cost Space Cost Material s Cost Misc. Cost Third party Cost Task Total Cost
Task 1.1 Develop project plan £0 £0
Task 1.2 Venue booking[1] £2,400 £360,000 £362,400
Task 1.3 Recruitement[2] £15,200 £780,000 £795,200
Task 1.4 Plan layout of exhibition space £875 £875
Task 1.5 Develop show build plan £2,750 £2,750
Task 1.6 Marketing[9] £14,600 £300,000 £314,600
Task 1.7 Ticketing[7] £4,700 £1,250 £5,950
Task 1.8 Budgeting £0 £0
Task 1.9 Legal & Compliance[8] £855 £900 £1,755
Task 1.10 Find security company £470 £470
Task 1.11 Find cleaning company to restore venue £300 £300
Task 1.12 Design questionnaire/ survey for evaluation after exhibition £2,500 £2,500
Subtotal Milestone 1 £44,650 £780,000 £360,000 £1,250 £900 £300,000 £1,486,800
Task 2.1 Procure stands[4] £480 £52,000 £52,480
Task 2.2 Install stands in exhibition hall[10] £5,200 £500 £5,700
Task 2.3 Install decorative[5], facilities and advertising materials, lighting, and PA £9,600 £1,800 £20,000 £31,400
Task 2.4 Prepare refreshment, toilets and facilities for disabled persons £60 £60
Task 2.5 Rehersal & emergency drill £350 £350
Subtotal Milestone 2 £15,690 £53,800 £0 £20,500 £0 £89,990
Task 3.1 Open and operate show £56,100 £56,100
Task 3.2 Event monitoring £6,000 £6,000
Task 3.3 Register trade visitors on arrival £6,250 £6,250
Subtotal Milestone 3 £68,350 £0 £0 £0 £0 £68,350
Task 4.1 Decommission exhibitor stands and other hardware and materials £19,200 £19,200
Task 4.2 Restore venue to as hired condition and return venue £600 £600
Subtotal Milestone 4 £19,800 £0 £0 £0 £0 £19,800
Task 5.1 Prepare post-event review £4,250 £4,250
Task 5.2 Send thank you letters to exhibitors and demonstrators £70 £100 £170
Subtotal Milestone 5 £4,320 £0 £0 £100 £0 £4,420
Budget by Project Task
Other Cost Show Closure Initial Preparation
Final preparation
Evaluation Running the show
2.6.2 Main Cost Drivers
Breaking down the project budget, an overall of 10 main cost drivers had been identified, as this is a preliminary assessment of cost spending and because of a lack of full information, several assumptions are made in the calculations to estimate the total cost of spending. Please refer to a list of assumptions made from below.
The respective cost drivers are calculated as follow: 1. Cost of hiring the event venue –
Total Area * Number of days * Fees per stand (Assumption b)
Total Area No. of days Fees per stand Total
Monday to Saturday 4000 6 15 360,000
sub-total: £360,000
2. Fees for specialist speakers and demonstrators – Number of equipment * Price (Assumption a)
No. of speakers and
demonstrators Price per speaker Total Fees for specialist speakers and
demonstrators 390 2000 780,000
sub-total: £780,000
3. Labour Cost
Project manager salary = 247 days * £500 = £128,500 Other labour cost = £152,810.
A separate list of labour cost breakdown is available5.
4. Exhibition Stands – Number of exhibitors * Fees per stand (Assumption a)
No. of exhibitors Fees per stand Total
Exhibition Stands 130 400 £52,000
sub-total: £52,000
5. PA system – Number of days * Fees per equipment
No. of days Fees Total
PA system 6 300 £1,800
sub-total: £1,800
6. Decorative materials – Total area * Fees per square meter (Assumption b)
Total Area Fee per square Total
Decorative materials 4000 5 £20,000
sub-total: £20,000
7. Ticket Printing Cost – Number of tickets * Price per ticket (Assumption c)
Ticket Print Cost No. of tickets Price per ticket Total
Monday to Friday 22,500 0.05 £1,125
Saturday 2,500 0.05 £125
Extra ticket 1,000 0.05 £50
sub-total: £1,250
8. Hiring St. John’s ambulance – Number of days * Cost per day
No. of days Cost per day Total
Hiring St John's ambulance 6 150 £900
9. Budget for marketing – Third party cost: includes cost of setting the advertising rate, selling advertising space and various trade advertising and promotion.
£300,000 is reserved from the budget for the use of marketing throughout the event
10. Consumable items such as nails, screws, stationery, etc. -Budget = £500 (Assumption f)
Assumptions:
a) A total of 130 exhibitors are taking part each day, and consists of 110 typical stands ; 20 large stands respectively
b) The area of a small stand is 20 square meters, where a large stand is 90 square meters
Total area of all small stands = 110*20 = 2,200 square meters Total area of all large stands = 20*90 =1,800 square meters Total area of all stands = 2,200+1,800 = 4,000 square meters c) 4,500 visitors are expected in a normal day ,and 2,500 visitors on Saturday
Total no. of visitors from Monday to Saturday = 4,500*5+2,500 = 25,000
visitors
d) The price per ticket is £30 per visitor in normal day and £20 per visitor on Saturday e) Hiring St John’s ambulance cost £150 per day
f) Estimate 30 Nails per stand @ £0.01 per nails 50 screws per stand
Stationery
Other consumable items, i.e. refreshment g) Sponsors are supporting the whole event.
2.6.3 Cost Evaluation
From the project budget, the show is estimated to an overall cost of £1,797,860. Profits are made from 4 areas of the events:
Exhibitor's fees
No. of exhibitors No. of days Fees per stand Total
Typical Stands 110 6 400 £264,000
Larger Stands 20 6 1800 £210,600
sub-total: £474,600
Sale of visitor tickets
No. of visitors No. of days Price per Ticket Total
Monday to Friday 4500 5 £30 £675,000
Saturday 2500 1 £20 £50,000
sub-total: £725,000
Sale of advertising space from marketing
It is assumed that profits from advertising and marketing are £600,000 Sponsorship
Sponsorship raise Profit Gain
£350,000 20%
£400,000 22%
£450,000 25%
£500,000 28%
£600,000 33%
Overall, by adding up the profits from the 4 areas, it suggested that the show would make a profit from seeking sponsorship, marketing and selling enough tickets. The above costing breakdown and evaluation showed that one of the major project desired objectives could be met– making profit in the region 20%-25%.
2.7.
Risk Management
To carry out risk management, a list of sources of risks that would bring disadvantages in achieving our target objectives is created.
2.7.1 Sources, Description of Risks
As a preliminary assessment of the project, the following risks have been identified: 1. Financial Issue
Impact Level: HIGH
One foremost concern of the project is whether adequate amount of funding is available throughout the event. To ensure the project could reach the target objectives and run smoothly, it is critical to keep the budget and available finances recorded and managed accordingly.
Time: On-going
Underlying Risks: Withdrawal of finances from funding/ sponsors, possible over cost from delaying
2. Human Resources Impact Level: MEDIUM
Human Resources are what kept the project running so it is essential to hire sufficient people and allocate work accordingly, allowing all human resources understand their roles and duties in the project.
Time: On-going
Underlying Risks: Absences or Strikes 3. Extreme weather
Impact Level: HIGH
Extreme weather such as heavy snow or rain would disrupt the project plan. It has to take special attention to the effects the weather has on the surroundings such as transportation.
Time: On-going
Underlying Risks: Schedule delay 4. Accident
Impact Level: HIGH
From the setting up to the running of the show, accidents could happen for instance due to improper use of electrical appliances such as PA system.
Time: On-going
Underlying Risks: Injuries
5. Invite speakers/ demonstrators Impact Level: MEDIUM
Time: Days of the show
6. Food quality control Impact Level: HIGH
As the trade show proceeds, it is the utmost priority that the quality of food at the trade shall be kept hygienic and stored well, can ensure that meet our objective can be met– enhance our company’s reputation.
Time: Days of the show
Underlying Risks: Food poisoning 7. Online booking system
Impact Level: MEDIUM
A Supreme website and an online booking system are set up for visitors to buy their tickets through the Internet.
Time: Preparation - days before the show
Underlying Risks: Oversold of tickets or system broken down 8. Transportation to the exhibition site
Impact Level: MEDIUM
Exhibitors, speakers and demonstrators all use different transports to get to the venue. It is best to keep them informed of the nearby available transportations as well as available number of parking.
Time: Days of the show
Underlying Risk: Tube strike, full parking. 9. Facilities for disabled
Impact Level: MEDIUM
According to the UK Equity Act 2010, business to the public are legally required to make adjustments for physical features of their premises where they put disabled people at a substantial disadvantage compared to non-disabled people.
Time: Days of the show Underlying Risk: Legal lawsuit 2.7.2 Risk Matrix
As a qualitative assessment of Risk, the Risk-Impact (R-I) matrix model is constructed as a measure and an overall evaluation on the severity of potential risks underlying in the project. The P-I matrix is constructed from assessing the relative ranking and probability of the following:
The probability/likelihood of the event happening The potential impact of the event happening
In order to adopt a ranking measure for assessing risk, a 3-point scale is used as an evaluation the likelihood of the events take place:
The interpretations of the above scales are illustrated in the following table:
Scale Probability Impact on Project
Time delay (day)
Cost
(increase) Performance
Low 10%-30% 1--2 5%-10%
Failure to meet more than one minor acceptance criterion
Medium 30%-50% 3--4 10-15% Shortfall in meeting acceptance criteria
High 50%-70% 4--6 15-30% Significant shortfall in meeting acceptance criteria
- Probability and Impact Scale
For each risk, impact levels take account of the quality, cost and control contexts of the potential results. By assigning a scoring system to the scales of probability and impact, the P-I scores identifies the risks that should be analysed accordingly in the risk register.
Scale Probability score Impact Score
Low 1 2
Medium 3 4
High 5 8
- Probability and Impact Scores From our identified sources of risks, the P-I scores are as follow:
Category Probability Score Impact Score P-I Score
1 Financial Issue 5 8 40
2 Human Resources 5 4 20
3 Extreme Weather 3 8 24
4 Accident 1 8 8
5 Food Quality Control 1 8 8
6 Absence of speakers/demonstrators 1 4 4
7 Online payment system breaks down 1 8 8
8 Transportation 1 4 4
9 Facilities for disabled 3 4 12
- P-S Scores Table Risk Evaluation
The P-I scored highlights the concentration of risks underlying in the projects. Events with highest scores indicate issues that are most vulnerable and should be dealt with imminent priority. Contingency plans are set up as a mitigation strategy for individual risk.
2.7.3 Risk Treatment, Contingency Plans
The strategies and options selected will generally depend on the acceptability of the risk, cost/benefit of the options, and organisational resources and constraints (e.g. skills, capabilities, corporate policies, regulatory etc.).
For each individual risks, the generic risk treatment strategies are: Accept (do “nothing)
Avoid/ Eliminate (change or abandon goal to eliminate risk) Reduce Probability ( mitigate likelihood of risk)
For each risk treatment, a mitigation strategy is designed to deal with the risks when the risks are raised. Risks that are with the highest scores should be dealt with priority because of its vulnerability. The following risks are listed in order from highest to lowest P-I scores:
1) Financial Issue (P-I score: 40)
Risk Treatment: Avoid
Contingency Plan: On the beneficial aspects for both the organisers and the sponsors, it would be wise to forecast final cost and sponsor details based on available data and agreed on a contract the sponsorship details of the project.
Despite the agreement of sponsorships with companies, the performance of the projects should be measured periodically in each phase to ensure that it is going to master schedule. This can reduce work piling up and as a result reduce possible extra costs in spending.
Furthermore, it is advantageous to forecast final cost based on performance regularly, this can estimate the total funds required to finish the project within the finite range of values and to keep the project going within the budget.
2) Extreme Weather (P-I score: 24)
Risk Treatment: Accept
Contingency Plan: Planning the project 11 months in advance, it is unpredictable that how the weather is going to be during the dates of the event. Even though extreme weather might lead to a possible closedown to the event, the status (whether it is on-going or postponed) could be posted on the online Supreme site.
If the show is going as schedule, special caution in rainy or snowy weather such as slipper signs and ponchos for demonstrators should be taken care of in the venue.
3) Human Resources (P-I score: 20)
Risk Treatment: Avoid
Contingency Plan: A contract agreement should be signed for by employees and list out their duties and hours to work for the show. In case of absence, prepare a back-up list of part-time that could replace their positions.
4) Lack of Facilities for Disabled (P-I score: 12) Risk Treatment: Avoid
Contingency Plan: It would become a legal issue if disabled facilities are not provided in the show and this will damage our company’s reputation. To avoid this, provide as much facilities as possible such as disabled toilets and signals.
5) Food Quality Control (P-I score: 8)
Risk Treatment: Avoid
Contingency Plan: One of the main objectives of this event is to enhance the company’s reputation, it is therefore important to ensure the products from our show are safe and hygienic. Invite reputable speakers/demonstrators and provide reminders to exhibitors to store their products well. Acquire insurance for the show and in case of food poisoning.
6) Online booking system (P-I score:8) Risk Treatment: Reduce probability
Contingency Plan: Adopt a reliable online payment system such as PayPal to ensure secure transactions and monitor system regularly. Also, set a cap on the number of tickets available to avoid overselling of tickets.
7) Accident (P-I score: 8)
Risk Treatment: Avoid
Contingency Plan: To prevent accidents from preparation of the events, hire licensed electricians and experienced demonstrators. Run rehearsals and briefings for each personnel.
In the days of the show, it is to ensure that paramedics and ambulance are present on site.
8) Absences of speakers/demonstrators (P-I score: 4) Risk Treatment: Avoid
Contingency Plan: By sending out invitation and asking for RSVP from speakers/demonstrators. Prepare a back-up list of event if show is affected, delayed or cancelled. A contract should be signed by both parties before the show to agree and finalise on details such as accommodation and transportation to the event site.
9) Transportation (P-I score: 4)
Risk Treatment: Reduce Impact
Contingency Plan: Posting up schedule of transportation and keep it updated online on the Supreme website. Inform participants the number of parking available and
recommend that they come by public transport. 2.7.4 Risk Register
Type of Risk Probability H/M/L
Impacts Risk Treatment
Strategy Risk Owner Status
Finance H 40 Avoid Project Manager
Human Resources H 20 Avoid Procurement Manager
Weather M 24 Accept N/A
Food Quality Control L 8 Avoid Project Manager Online booking system L 8 Avoid IT Executive Speakers/ Exhibitors
invitation
L 4 Avoid Assistant PM
Accident M 8 Reduce probability Admin Assistant Disabled facilities M 12 Avoid Admin Assistant Transportation L 4 Reduce Impact Assistant PM
3. Project Monitoring Strategy
This section of the PMP helps to keep every task on track and up to satisfaction. In cases of any change or delay from any particular activity or work package should all be recorded or evaluated in terms of its consequences. That is, for a given task, its Schedule, Cost or
Quality may be reported in some way. These will be compared to the Baseline Plan, to
consider whether to cope/not cope with certain changes. Activities and objectives should be monitored in 5 criteria:
1. Activities on the critical path
To ensure major sections go on schedule, since any delay or changes will lead to an extend of time and therefore more spending
2. Cost drivers - activities which represent the largest items in the budget
Budget should be reviewed on a time-to-time basis to ensure adequate liquidity is available throughout the project.
3. Activities prone to complexity
Tasks such as setting up over a hundred stands and electrical appliances on site should be more attended, enough amount and skilled human resources has to be provided
4. Major risks - as identified in the risk register
Risk register has to be reviewed on a time-to-time basis, if certain risks has taken the “avoid” strategies, ensure the risks are minimised and mitigated from the respective risk treatments
5. Product quality
It is to be evaluated that all tasks are done to satisfaction. Ensure products such as event site, stands and toilets are clean and ready to be used by visitors.
Methods of Monitoring 1. Written reports
The purpose needs to be clearly report on activities and achievements which should be short and to the point. This kind of report will help the project team in future planning and would clearly inform the Government or a sponsor of what has taken place.
2. Project team meetings
Confidence and trust are very important. Everyone should be involved in the meetings in some way or another to ensure works are understood and allocated.
3. Accounts, Financial Report
Update status accounting and reports on finance are required. Ensure that the whole team is working on valid information and documentation, thereby minimising the waste associated with working on out of date knowledge.
4. Diaries
Objectives of Monitoring
1. Improve and monitor the schedule and progress of planned activities. It can be acquired by levelling and smoothing.
2. Adjust budgets. Make sure all the activities have enough cash flow to be done. Otherwise, negotiations and comparisons will be needed to cut the cost.
3. Product Quality. Tasks could be evaluated periodically and adjustments could be made accordingly when the problems are raised, instead of leaving it till the end of the project.
4. Improve future planning and decision making. Amendments and certain adjustments can be made for the future activities.
5. Inform others such as senior management and marketing team of activities, to encourage cooperation and publicity.
6. Inform sponsors of progress and on-going future plans.
4. Post-Review: Evaluation and Decision-Making
Detailed evaluations for this project have been provided in previous sections. (For the evaluation of each scheduling, costing, resource and risk; please refer to the relevant sections).
The evaluations provide an in-depth analysis for all the stated success criteria (at the beginning of the PMP) within the related topics. In addition, the arguments stated in each section can act as the main source of reference to the post-project review as they provide information on all potential benefits, costs and risks as well as how performance and success on the project should be measured.
With the adequate amount of information this plan holds the senior management team can then use this plan as part of the ‘Go/No Go’ decision.
5. Appendix
2.4.3 Resource Acquisition Process
- Resource Acquisition Process
2.5.1 Power/Interest Matrix
- Power/Interest Matrix - Power/Interest Table
plan resource plan equipment plan infrastructure plan finance acquire resource purchase equipment acquire infrastructure acquire finance maintain resource maintain equipment maintain infrastructure maintain cashflow dispose of resource dispose of equipment dispose of assets dispose of securities Stakeholder P/I Score Impact
Project team 20 Critical - essential to project completion.
Sponsor 18 Significant importance - can affect revenue and costs Consumer (end user) 12 Minor significance – can affect performance of the show Project support office 13 Significant importance – may affect the performance of the team
and project.
Regulatory body 13 Critical – must pass all regulations in order to run the show. Local
government
14 Critical – must meet all expectations in order to run the show. Senior management 15 Critical – core decision maker for the entire project.
Suppliers/contractors 9 Significant importance – significant to quality of resources Media 8 Significant importance – important for creating awareness Paid workers (part
time)/volunteers
5 Little effect on the project – may affect the set-up of stalls Exhibitors 14 Critical – must manage to invite exhibitors to the show. Demonstrators and
speakers
14 Critical – must manage to invite demonstrators and speakers to the
2.6.2 Main Cost Drivers- Detailed Breakdown for Labour Costs
WBS Task Name Duration Resource Names Cost
The exhibition 247 days £152,810.00
1 Initial Preparations 216 days £44,650.00
1.1 Develop project plan 3 days Project Manager £0.00
1.2 Venue booking 15 days £2,400.00
1.2.1 Research for suitable venue 4 days Procurement Manager[40%] £640.00 1.2.2 Negotiate quote 6 days Procurement Manager[40%] £960.00 1.2.3 Venue booking confirmation & agree
venue contract 5 days Procurement Manager[40%] £800.00
1.3 Recruitment 120 days £15,200.00
1.3.1 Recruit European food exhibitors 35 days £2,800.00
1.3.1.1 Research potential exhibitors and
establish exhibitors requirements 10 days Procurement Manager[20%] £800.00 1.3.1.2 Contact exhibitors and promote
availability to exhibitors 22 days Procurement Manager[20%] £1,760.00 1.3.1.3 Send confirmations and invitations 3 days Procurement Manager[20%] £240.00 1.3.2 Recruit new extra European (exotic
food) exhibitors 60 days £4,800.00
1.3.2.1 Research potential exhibitors and
establish exhibitors requirements 30 days Procurement Manager[20%] £2,400.00 1.3.2.2 Contact exhibitors and promote
availability to exhibitors 27 days Procurement Manager[20%] £2,160.00 1.3.2.3 Send confirmations and invitations 3 days Procurement Manager[20%] £240.00 1.3.3 Establish exhibitors requirements
(space & facilities) 10 days Procurement Manager[30%] £1,200.00 1.3.4 Finalise exhibitors list & contract
agreement 15 days £1,800.00
1.3.4.1 Finalise exhibitors list 5 days Procurement Manager[30%] £600.00 1.3.4.2 Negotiate and agree contracts 10 days Procurement Manager[30%] £1,200.00
1.3.5 Recruit speakers/ demonstrators 20 days £2,000.00
1.3.5.1 Research potential
speakers/demonstrators 5 days Procurement Manager[25%] £500.00 1.3.5.2 Contact speakers/demonstrators 10 days Procurement Manager[25%] £1,000.00 1.3.5.3 Send confirmations and invitations 5 days Procurement Manager[25%] £500.00 1.3.6 Agree / finalise speaker/ demonstrator
contracts 15 days £1,800.00
1.3.6.1 Finalise speakers/demonstrators list 5 days Procurement Manager[30%] £600.00 1.3.6.2 Establish speakers/demonstrators
schedule and requirement 5 days Procurement Manager[30%] £600.00 1.3.6.3 Agree speakers/demonstrators
contracts 5 days Procurement Manager[30%] £600.00
1.3.7 Organise speaker/ demonstrator
transport and accommodation 5 days Procurement Manager[40%] £800.00 1.4 Plan layout of exhibition space 5 days Assistant PM[50%],Project
Manager £875.00
1.5 Develop show build plan 10 days Project Manager Assistant PM,
Procurement Manager[50%] £2,750.00
1.6 Marketing 213 days £14,600.00
1.6.1 Advertising 80 days £0.00
1.6.1.1 Design and sell advertising space 80 days Marketing team[70%] £0.00
1.6.2 Sponsors 40 days £14,600.00
1.6.2.1 Shortlist relevant potential
sponsorship 5 days Assistant PM, Project Manager £1,750.00 1.6.2.2 Contact and present ideas 10 days Assistant PM, Project Manager £3,500.00 1.6.2.3 Convince and negotiate sponsorship
deals 20 days Assistant PM, Project Manager £7,000.00
1.6.2.4 Agree sponsorship contracts 5 days Assistant PM, Procurement
brochure
1.7 Ticketing 16 days £4,700.00
1.7.1 Update supreme website and on-line
booking system 10 days IT Executive[80%] £2,600.00
1.7.2 Organise ticket pricing and production 15 days Assistant PM[40%] £2,100.00
1.8 Budgeting 5 days £0.00
1.8.1 List expected revenue and costs 1 day Project Manager £0.00
1.8.2 Assign budget 2 days Project Manager £0.00
1.8.3 Decide contingency fund 2 days Project Manager £0.00
1.9 Legal & Compliance 3 days £855.00
1.9.1 Inform authorities 3 days £420.00
1.9.1.1 Police 3 days Assistant PM[10%] £105.00
1.9.1.2 Hygiene 3 days Assistant PM[10%] £105.00
1.9.1.3 Fire brigade 3 days Assistant PM[10%] £105.00
1.9.1.4 First Aid (ensure ambulance on site) 3 days Assistant PM[10%] £105.00 1.9.2 Seek for legal advices 1 day Assistant PM[10%],Legal Advisor £435.00
1.10 Find security company 17 days £470.00
1.10.1 Appoint security 2 days Procurement Manager[20%] £160.00 1.10.2 Agree hiring contract 3 days Procurement Manager[20%] £240.00 1.10.3 Position set-up 2 days Assistant PM[10%],Project
Manager £35.00
1.10.4 Decide emergency procedure and
training (if necessary) 1 day
Assistant PM[10%],Project
Manager £35.00
1.11 Find cleaning company to restore venue 5 days £300.00
1.11.1 Set expectations from the cleaning
company 2 days Procurement Manager[15%] £120.00
1.11.2 Agree hiring contract 3 days Procurement Manager[15%] £180.00 1.12 Design questionnaire/survey for
evaluation after exhibition 5 days Admin assistant x2 £2,500.00
2 Final preparations 20 days £15,690.00
2.1 Procure stands 12 days Procurement Manager[10%] £480.00
2.2 Install stands in exhibition hall 4 days Foreman, Fitter x5 £5,200.00 2.3 Install decorative, facilities and advertising
materials, lighting, and PA system in venue 3 days Fitter x2 £9,600.00 2.4 Prepare refreshment, toilets and facilities
for disabled persons 1 day Procurement Manager[15%] £60.00 2.5 Rehearsal & emergency drill 1 day Assistant PM, Project Manager £350.00
3 Running the show 6 days £68,350.00
3.1 Open and operate show 6 days
Steward (agency staff)x30,Admin assistant x6,Assisstant PM, Project Manager
£56,100.00
3.2 Event monitoring 6 days Security company £6,000.00
3.3 Register trade visitors on arrival 5 days Admin assistant x5 £6,250.00
4 Show closure 4 days £19,800.00
4.1 Decommission exhibitor stands and other
hardware and materials 3 days Fitter x4 £19,200.00
4.2 Restore venue to as-hired condition and
return venue 1 day Cleaning company £600.00
5 Evaluation 44 days £4,320.00
5.1 Prepare post-event review 10 days £4,250.00
5.1.1 Evaluate survey forms from exhibition
attendees 1 day Admin assistant x2 £500.00
5.1.2 Develop database of visitor interest 4 days Admin assistant x2 £2,000.00 5.1.3 Produce and present report (including
financial) to senior management 5 days Assistant PM, Project Manager £1,750.00 5.2 Send than you letters to exhibitors and
