Part 1: Executive Summary In order to immediately initiate the activities required for the organization and execution of the performances at the Talbot Theatre, scheduled to take place from Jan 13th and Jan 22nd next year, I, as a president of Gilbert and Sulivan (G&S) Society of the University of Western Ontario, approved the budget for the amount of $28,000. This society has relied on Francis Venden Hoven to organize and produce this event.

Francis will have to hire 40% of the cast and crew, some musicians, a publicity director and a set designer and the society will provide the musical director and 60% of the crew and cast from volunteer students and community. The budget cover all the basic supplies needed, publicity costs, honoraria, theatre shop fees, costumes, advertising and any other service needed. Francis and his team will observe the exam period on mid December and also the Christmas holiday season as the University will be closed.

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Francis will have to make a network plan, identify the critical activities and execute the plan accordingly. From now on, we will meet with Francis and his team bi-weekly to follow-up the plan and ensure the timing and quality of the event. I. Process Elements /Table of Content Page Part 1 Executive Summary 2 Part 2 Table of Contents 3 II. Issue with Impact Analysis Part 3 Immediate and Systemic issues 4 III. Environmental & Root Cause Analysis Part 4 Qualitative Analysis 5 Part 5 Quantitative Analysis 7 IV. List Recommandations

Part 6 Recommandations 9 V . Implementation, Monitor & Control Part 7 Implementation, Monitor & Control 10 Part 3: Immediate and Systemic issues 1. No formal organization chart. This issue could potentially affect the communication. Control and reporting will be crucial and challenging during every stages of the project. 2. Producer, Francis Venden Hoven, and his assistant are full-time students and took this job for a single season. Also, Francis does not have any experience as a producer. This also means a real challenge. 3.

The University Students’ Council relies mostly on volunteers for this type of events and it will be no easy to speed up when needed. They are committed but doing other activities and if they are pushed, they may quit. This means a disadvantage for Francis and will need to do his best to follow the schedule or shorten it in other activities rather than those related to crew, cast and musicians. 4. Neither Francis nor his collaborators have any experience in Project Management techniques and they will require the assistance of others who have experience on this field. . HMS Pinafore performance is scheduled to take place from Jan 13th to Jan 22nd just after Christmas holidays and exams period, this is a potential menace to quality of people’s performance. 6. Because of the tight schedule, working on weekends is needed which could get the crew, cast and organizers exhausted. Part 4: Qualitative Analysis The producer Francis Venden Hoven of a stage show society needs to use network planning as part of project management to ensure that 10 performances are scheduled well over the next four months.

Students will have to construct a network diagram, identify the critical path, and address questions regarding activity crashing. What is particularly unique is that they will have to create a list from the data presented to them. The meeting depicts the following roles of the students: Producer: Francis Vanden Hoyen, who is the responsible for leading the project to the end. Assistant: Deborah Carraro will be in charge of the printing the program, advertising coordination and tickets sales. Costume coordinator: Mona Bryden will be in charge of all costume issues, including the costume parade and dress rehearsal.

Artistic director: Elizabeth who will be in charge of all the music issues. The first meeting took place on Sun 09/5th, just two days before Francis is given the decision regarding the budget for the project. Even though he cannot make some of the tough financial decisions until having the budget, he certainly can figure out how would be those decisions and so have some time gained until then. Following the September 5th meeting, below the list of the key activities in a form of Work Breakdown Structure (WBS), to easily identify the tasks and subtask to be achieved:

Statement of Work for the project (SOW): Organize and execute the activities involved so the HMS Pinafore performance take place on Talbot Theater from Jan 13th to Jan 22nd, 1994 at short possible time and small possible cost ensuring the quality of the stages. Work Breakdown Structure Activity| Activity Description| 1. | Get the budget approved| 2. | Program and advertising | 2. 1. | Hire public director| 2. 2. | Nail down names of cast, crew and orchestra | 2. 3. | Get photos and biographies of cast and crew | 2. 4. | Enter the info into the computer program| 2. 5. Get the info printed | 2. 6. | Develop advertising plan | 2. 7. | Performance advertising | 2. 8. | Tickets sales | 3. | Set, crew and cast | 3. 1. | Hire a set designer | 3. 2. | Advertise in the student paper to attract volunteers for crew| 3. 3. | Hire production crew| 3. 4. | Set designed and built (before costume parade)| 3. 5. | Training the production crew (volunteers)| 3. 6. | Advertise for a cast audition | 3. 7. | Arrange to audition and choose the cast | 4. | Music| 4. 1. | Hired a musical director (done) | 4. 2. | Recruit orchestra members (once budget approved) | 4. 3. Arrange to get the sheet music (once budget approved)| 4. 4. | Have the music and rehearsal | 5. | Costume| 5. 1. | Basic supplies and measure casts| 5. 2. | Ordering and delivering costumes | 5. 3. | Organize costume parade and alterations | 5. 4. | Dress rehearsal | | | Critical Path Method In order to have an estimate of the timing for the activities and the project as a whole, following is a table that shows each of the key activities, its relation (preceding), estimated cost and duration time: Activity| Preceding| Description| Cost $| Duration| Speed up| 1| | Get the budget approved| | 2 days| |

Program | | 2| 1| Hire publicity director| | 2 wks| | 17| 7| Nail down names of cast, crew and orchestra | | | | 18| 17| Get photos and biographies of cast and crew | | 4-5 wks| | 19| 18| Enter the info into the computer program| | 1 day| | 20| 19| Get the info printed | 3500| 5 days| 2day/$750| 21| 2| Develop advertising plan| | | | 22| 21| Performance advertising| | | | 23| 22| Tickets sale| | | | Set , crew and cast| | 3| 1| Hire a set designer | | | | | 1| Advertise for crew and cast –both, volunteers and form community | | 1 wk| | 7| 6| Hire production crew| | 4 wks| 2 Wks| 10| 3| Set designed and built (before costume parade)| 5 wks| 6 wks| | 14| 7| Training the production crew | | 12 days| | 8| 6| Arrange to audition and choose the cast | | | | 13| 8| Rehearsal | | 15 wks| | | | Hire a master builder | 80/day| | | Music| | 4| | Hired a musical director (done) | | | | 5| 1| Recruit orchestra members (once budget approved) | | 1 wk| | 9| 4| Arrange to get the sheet music | | 1 wk| |

Costume| | 11| 8| Collect supplies and measure casts| | 1 wk| | 12| 11| Ordering and delivering costumes (10% disc. )| 5850| | 2day/$500| 15| 10| Costume parade and alterations | | 5 days | | 16| 15| Dress rehearsal | | | | | | | | | | Exhibit 1 shows the calendar for the coming weeks from now Sep 1993 to Jan 1994. Exhibit 2 shows the diagram of the critical path or CPM network, according to this the critical path comprise the following activities: 1-6-8-13 1: Get the budget approved (2 days) : Advertise for crew and cast –both, volunteers and form community (1 week) 8: Arrange to audition and choose the cast (1 week) 13: Rehearsals (15 weeks) Exhibit 3 shows the Gantt chart that illustrates the project schedule. It illustrates the start and finish dates of the terminal elements and summary elements of the project. Terminal elements and summary elements comprise the work breakdown structure of the project according to the tables above. Part 5: Quantitative Analysis Following the ROI (Return on the investment) estimate: Budget: $28,000

Fixed Costs: $14,000 (includes honoraria, theater fees, costumes, advertising, printing, etc) Revenue: $42,120 (considering 90% average of seats occupancy and an average of 50% of the attendees being students and seniors all the 10 performances) Crew and cast: 60 people Volunteers: 36 people (60%) Paid: 24 (40%) Wages: $40,320 (considers working an average of 12 days a month for 3,5 month, 5 hrs per day and $8 an hour) ROI: Revenue – Cost investment / Cost investment ROI: ($42,120+$28,000) – ($14,000+$40,320) / ($14,000+$40,320) ROI: 29% This ROI is considered good.

Part 6: Recommendations Here some of the recommendations: 1. Hire an MBA student at IVEY School of Business for project management and control, not only for the first steps but also for schedule and cost control. This student will also assist the team on finding the best way for following up the activities periodically. 2. As seen on the critical path diagram, one of the activities which impacts on the project timing is the advertising. To gain time on this, it will be helpful advertising right after the budget is approved aimed at seeking crew and cast from volunteer students.

This preliminary advertising can also be aimed at seeking the publicity director and the set designer. A better organized and effective advertising plan will be developed after the publicity director is hired. 3. Keep the publicity even after the opening night up to the last day. A well organized and effective advertising campaign will attract people up to the end. 4. Tickets have to be available as soon as possible so that can be sold in the earliest stages of the project. Part 7: Implementation Monitor and Control

Francis Venden Hoven and the project team have to hold meetings every week to evaluate how each activity is being developed and consequently what adjustments are necessary to be done on the schedule. Each team member will give the status of the activities in charge of and provide details as in the table below. #| Activity| Responsibility| Date| Status| | | | Starts| Ends| | 1| Get the budget approved| | | | | 2| Hire publicity director| | | | | 3| Hire a set designer| | | | | 4| Recruit orchestra members| | | | | 5| Advertise for crew and cast –both volunteers and form community| | | | | | … | | | | |