Project Management 00000573

“Conference organization is relatively loose and

its success is totally dependent on each and every individual’s ability to make things happen on
his or her own”
F. Dong Tan

Introduction

The International Academy of Business is the association of scholars and specialist in the field of
international business. The first such society was found in 1959, whereupon around the world are
organized annual international conferences, where the global issues are discussed and presented
by the leading academic institutions, researchers, government and non-governmental
organizations. Hereby the main purpose of such conferences is to cooperate and share the
knowledge between different ethnics.
Since the year 2005, Uzbekistan began to hold yearly business conference. However, last year
conference was a complete crush with organizational, financial, accommodation and travel
management and with no key note speaker in the first day of meeting. Despite the failure, IAB is
going to organize new conference in May 2009, thereby reconstitute confidence among
international researchers. Therefore, representatives of IAB required project manager to take
deep analysis of forthcoming event. Thus, this paper contains the following data: at the
beginning the project scope, work breakdown structure, responsibility matrix, network diagram
will be defined. Further, estimation of project cost will take place. Thereafter, the process of
conference risk management will be scrutinized. And final section will be dedicated to success
evaluation of the project.

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Section 1: Planning, Monitoring and Controlling Project

1.1 Project Scope

It is a detailed routine of functions and features of the project that must be accomplished in time
and delivered straightforward to the customer, in our case it is the IAB, head of research centre
(PMBOK, 2008). Thus, close collaboration with the customer and its needs may reduce
probability of project failure. So that, the following parameters of the project scope should be
taken into account:

1.1.1. Project Objective

To organize Annual International Conference in Tashkent for 60 people which takes place on
May 15-16, 2009 by meeting all requirements of the client:

• Travel: arrange, book, purchase and send air-tickets to the participants till 3rd of April
• Accommodation: standard room in 3-star hotel for each person
• Duration of conference: 2 days
• Place: rent conference hall
• Distribution of proceedings: edit in 6 weeks after conference and send to the participants
• Meal: two coffee breaks for each day of conference, one dinner on the first day of actual
conference
• Transport: rent of mini-vans
• Number of participants: 60, including 3 key note speakers

1.1.2. Deliverables

Table 1. Defining Deliverables

Deliverables Description
Marketing
Speakers and Participants
Venue
Meal
Transportation & Accommodation

1.1.3. Milestones

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• Project Started December 1, 2008

• Conference Topic selected December 3, 2008
• Create conference web-page December 5, 2008
• Sending out invitations to participants December 19, 2008
• Deadline for confirming invitations January 19, 2009
• Book e-tickets February 9, 2009
• Reserve conference hall and classrooms February 19, 2009
• Reserve accommodation March 9, 2009
• Find advertiser March 14, 2009
• Send e-tickets to conference members April 3, 2009
• Receive participants presentation documents April 13, 2009
• Sort the order of participant’s performance April 20, 2009
• Send conference programme to participants April 27, 2009
• Reserve mini-vans May 1, 2009
• Organize dinner place May 8, 2009
• Beginning of conference May 15, 2009
• End of conference May 16, 2009
• Compile and edit proceedings of conference June 27, 2009
• Finish of editing proceeding July 4, 2009
• Print out booklets of conference July 6, 2009
• Send edited booklets to participants August 15, 2009
• The Project Finished August 17, 2009

The duration of the project is 9.5 Months that is from December 1, 2009 to August 17,
2009

1.1.4. Technical Requirements

 Conference hall and restaurant capacity should be at least for 60 people

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 Provision of local sim-cards (only local calls) to every guest of the conference
 Projectors should be installed in every classroom and the hall itself
 Writing materials should be allocated in each room
 Personal Computers shall be in each room

1.1.5. Limits and exclusions

No visa will be provided to participants

No tour of the city will be provided for guests
Self-payment of the participants for the following stuff:
• Souvenirs, gifts
• Transportation
• Supper on the first day
• Dinner and Supper for the second day
No international roaming will be provided

1.1.6. Review with the Customer

Regular meeting with the project customer (IAB, Head of Research Centre, who is responsible
for quality of research papers)

1.2 Work Breakdown Structure (WBS)

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According to the definition of PMBOK Guide, Work Breakdown Structure is identified as a
deliverable-oriented hierarchical decomposition of the work to be executed by the project team
to accomplish the project objectives and create the required deliverables. Therefore, the process
of constructing WBS tree looks like by the following image: the major deliverables of the project
should be identified firstly, and then subdivided by smaller deliverables (so called
subdeliverables), this procedure shall continue until subdeliverable task will be small enough to
be performed or executed by one person. In the bottom level of WBS usually occurs work
packages that are short-duration tasks that should not exceed 10 working days (Larson & Grey,
2006).

List of WBS specifications and advantages in usage:

 Helps to more accurately and precisely determine scope of the project

 Helps assigning responsibilities among crew members
 Provides resources allocations
 Enables to estimate cost, risk and time during the whole life period of the project
 Makes sure that is nothing missed or overlapped
 Shows the control points and project milestones (Ann Gordon, 2008)
 Explains all functions to stakeholders and helps to avoid stakeholder risk

The table below represents spread of functions for Conference Organization:

Table 2. List of WBS units

1. Speakers and Participants
1.1 Select Conference Topic
1.2 Decide speakers and participants
1.2.1 Send invitation to the guests
1.2.2 Get confirmation from the participants
1.2.3 Receive participants presentation documents
1.2.4 Arrange the order of delivery of key note speakers
1.2.5 Provide translators for participants
1.2.6 Present to guests The Conference Participation Certificate
1.2.7 Get the feedback from the participants after ending conference
2. Marketing
2.1. Create Conference web-site
2.1.1 Design of web-page
2.1.2 HTML coding
2.1.3 Programming Content Management System (CMS)
2.1.4 Refining Parameters

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2.1.5 Customization of web-page (e-mails, forums, news etc)
2.1.6 Updating web-page
2.2. Sponsorship
2.2.1 Offer companies to advertise their goods on conference
2.2.2 Select those with high the ready payment
2.2.3 Assign the contract with company
2.3. Booklets
2.3.1 Compile and edit proceedings
2.3.2 Design edited proceedings
2.3.3 Print out edited proceedings in the form of booklets
2.3.4 Distribute booklets to the participants
3. Transportation & Accommodation
3.1. Air-tickets
3.1.1 Select Travel Agency
3.1.2 Arrange arrival and departure (schedule of flights) of guests
3.1.3 Book air-tickets
3.1.4 Buy air-tickets
3.1.5 Send e-tickets to participants 6 weeks before the conference
3.2 Mini-Vans
3.2.1 Choose the rent car company
3.2.2 Reserve mini-vans
3.2.3 Rent mini-vans
3.2.4 Take conference participants from airport to the hotel
3.2.5 Take conference participants from the hotel to airport
3.3 The Hotel
3.3.1 Choose 3 Star Hotel with one standard room
3.3.2 Reserve 60 standard rooms
3.3.3 Pay for 60 standard rooms
4. Meal
4.1. Dinner
4.1.1 Select Restaurant
4.1.2 Reserve seats in restaurant for conference guests
4.1.3 Order the dish
4.1.4 Organize show-programme for participants
4.2. Coffee breaks
4.2.1 Purchase coffee packets
4.2.2 Purchase disposable cans
4.2.3 Distribute coffees two times for every day
5. Venue
5.1. Conference hall
5.1.1 Find conference hall with capacity for 60 people
5.1.2 Reserve conference hall
5.1.3 Arrange seating places for participants
5.1.4 Provide one projector
5.1.5 Provide one lap top
5.1.6 Provide writing materials
5.1.7 Distribute handouts
5.2. Classrooms
5.2.1 Find 5 classrooms with the capacity of 12 people in each room in the same
building

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5.2.2 Reserve classrooms
5.2.3 Arrange participants presentations in the classrooms
5.2.4 Provide one projector
5.2.5 Provide one lap top
5.2.6 Provide writing materials

The project management team discovered overall 5 major deliverables:

 Speakers and Participants:

The first and the most important stage of the project, from which depends the operation
processes of the below deliverables. The team managers shall control whether or not invitation
forms were send to participants and confirmed. In order to be sure that conference was held
according to all regulations, electronic feedback from all guests should be collected after
finishing the project.

 Marketing
Some portion of the successes of the project depends on how well you are running your
marketing programme. Hereby, in order to all coming participants were aware of all latest events
and information, creation of official conference web page is vital. That is way, full time web
master will to update web site monthly. As long as the conference is international, this is
reciprocal benefits both for AIB and Advertisers, where AIB can gain additional funds for
running conference, whereas Advertisers eligible to promote their services or goods on
international arena.
And final step in promoting conference is to send booklets and participation conference
certificates to the guests, so that they were glad and bear in mind to participate once again in
conference next year.

 Transportation & Accommodation

This part is the most hardworking, responsible and spent part of budget. It is required to allocate
all 60 participants in standard rooms of 3 stars Hotel, however in Tashkent city the choice of
Hotels that suits there requirements is limited (Poytaxt and Expo). Thereby, it is essential to
reserve one of such hotels as soon as possible, presumably in the beginning of the year 2009.
The following not at least important entry is to reserve air-tickets. Team staff will sign contract
with the travel agency company, so that they could provide arrival and departure schedules for
participants and prepare e-tickets and send them to the foreign guests.

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Thereafter finishing all above mentioned tasks, organizators should bother about renting mini-
vans issue.

 Meal

This deliverable embraces preparation procedure for the dinner for abroad guests on the first
actual day of conference. Selection process of suitable restaurant will take place. Besides, project
management team also should care about the distribution of coffee for each day of conference.

 Venue

From the beginning of the project, organization team should consider all possible places where
conference could be hold. The selection process of conference hall and classrooms should satisfy
the following condition:
• Capacity of minimum 60 people
• Not expensive
• Locate in the centre and nearly to the hotel
• Be available to provide equipment (projects, laptops etc.)

1.3 Gannt Chart

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This is a project planning tool that used by most project managers to build the timing of tasks to
complete a project in time.

Benefits of using Gannt Chart:

 Easy to understand
 Determine the resources need
 Shows the dependencies between tasks
 Useful for monitoring progress
 Exhibits the orders in which tasks should be performed
 Helps to identify “critical paths” of the project (more detailed in next section)


Limitations of Gannt Chart:

 In reality projects are more complex rather than as it is depicted in the chart
 The magnitude of behind-schedule conditions can be mistaken ( that is, it is relatively
difficult to discern real size of a project and its elements)
 Is limited in constraints: (indicates only time, cost and scope) (12 Manage, 2008)

As long as we are dealing with long-term projects, the gannt chart is constructed according to the
tasks of WBS approach (The next paper shows graphical illustration of Gannt Chart made upon
Microsoft Project 2003).

Specifications of Conference Gannt Chart:

1.4 Network Diagram

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The network diagram is useful management tool in planning and tracking the project from its
origin till completion. It embodies the correlation between tasks, the logical sequence of
activities, duration of sub-deliverables and milestones. In addition, this diagram depicts kind of
sub-tasks can be performed simultaneously (Ronda Roberts, 2008). In network diagram it is
crucial to determine critical path of it that is the longest duration of task completion from the
beginning of the project till its finish. Any delay in activities of this chain may lead to
unfavorable extension of the project lifecycle (SuperBusiness.Net, 2008). Another feature of
network diagram that in the case if managers are in rush and running out of deadline date, they
can delay some non critical path activities by specific time which is called time slack or float
time. Time slack is calculated by the following formula:

SL=Late Start (LS) – Early Start (ES)

or
SL=Late Finish (LF) – Early Finish (EF)

Free Float: Total time a single activity can be postponed without delaying early start of any
activity
Total Float: Total time an activity can be postponed without delaying project completion
(Larson and Grey, 2003)

The next paper shows Activity-On-Node (AON) Network diagram for Conference Project
constructed according to WBS activities.

Specifications of Conference Network Diagram:

1.4 Responsibility Matrix

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As long as we exposed all tasks that should be undertaken in order to succeed in a project
management process now it is time to allocate these sub-deliverables among individuals who are
engaged straightforward in the project. Hereby, the final step in this section is to build
Responsibility Matrix. As Mochal states in his report, the purpose of this tool is to establish
clarity and agreement on who is responsible for accomplishment of activities.
Therefore it is indispensable to gather organizational team and set the head for each department:

Project Manager – is the head of organizational committee. He leads, organizes and supervises
the work subordinates. Besides, he participates in all phases of the project that is preparation,
executing, evaluation and ending. In the end of the project he is responsible to provide final
report of the project to the customer IAB.

The Head of Finance – is responsible for the capital management process, budget allocation and
attraction of external funds. Also he coordinates financial and material needs of the team for
accomplishing tasks. Moreover, he is in charge not to overrun given budget by the client.

The Head of Programme – his/her duty is to prepare programme of the conference. That is to be
in touch with coming guests, providing essential information for them, make reservations,
schedules, and bear in mind contingency plans.

The Head of Accomodation & Venue – takes responsibility on finding appropriate 3 Star hotels
with availability to lodge 60 people in one building. In addition, this manager should be able find
the place where conference will be held, which conforms customer’s criterias.

Head of Logistics/Transportation – this job consist of arranging transport from the airport and to
the airport. Before doing this process, managers should compound the schedule of arrival and
departures of participants, because all of them coming at different times and days. Besides,
manager shall interact with the head of programme about reservations of air tickets for the
guests.

Head of Marketing department – is busy with promotion issues of the conference.

Head of Information Technology (IT) – controls the creation of the official web page of the
conference and monitors updating information on it. The department provides all technical

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support and remedies all software, hardware, personal computers problems of the team and be
sure that all equipment during and before the conference is installed in proper manner.

To sum up, we have one main person that is project manger, six his subordinates, and each
department has 4-5 assistants. Overall, at about 31-37 people will be engaged in the project team.

The next pages exhibits the Conference Responsibility Matrix, below are symbols listed in
matrix showing responsibility of each individual for the task:

A - means that the person approves deliverables

C - means that the person creates deliverables
R - means that the person is responsible for the deliverables

Table 3. Responsibility Matrix of Conference Project

ProjectManagement Team

Head of Information Technology (IT)

Head of Accomodation
Head of Programme

Head of Marketing
Head of Logistics
Project Manager

Head of Finance

Tasks
Decide speakers and participants
Send invitation to the guests A C
Get confirmation from the participants R
Receive participants presentation
A R
documents
Arrange the order of delivery of key note
A C
speakers
Provide translators for participants A R
Present to guests The Conference
C
Participation Certificate
Get the feedback from the participants
R C
after ending conference

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Create Conference web-site
Design of web-page A C
HTML coding C
Programming Content Management
A C A
System (CMS)
Refining Parameters C
Customization of web-page (e-mails,
C A
forums, news etc)
Updating web-page A R A
Sponsorship
Offer companies to advertise their goods
on conference A C C

Select advertiser A R C
Assign the contract with advertiser A C R
Booklets
Compile and edit proceedings R C
Design edited proceedings A A C
Print out edited proceedings in the form
R C
of booklets
Distribute booklets to the participants A R
Air-tickets
Select Travel Agency A C
Arrange arrival and departure A C R
Book air-tickets A C R
Buy air-tickets A C R
Send e-tickets to participants A C R
Mini-Vans
Choose the rent car company A
Reserve mini-vans A R C
Take conference participants from airport
A C
to the hotel
Take conference participants from the
A C
hotel to airport
The Hotel
Choose 3 Star Hotel with one standard
A C
room
Reserve 60 standard rooms R R C
Meal
Select Restaurant A C
Reserve seats A R
Order the dish A C
Organize show-programme for
A C
participants
Distribute coffees two times for every day
R

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Conference hall
Find conference hall with capacity for 60
A C
people
Provide 5 classrooms R
Reserve conference hall and classrooms A R C
Arrange seating places A C
Provide projectors A R
Provide lap tops A R
Provide writing materials A R
Distribute handouts A R

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Section 2: Cost Estimation

Cost evaluation process is based on the two main approaches: macro estimates (top-down) and
micro estimates (bottom-up) correspondingly. Hereby, micro approach with “detailed estimates
of the WBS Work Packages” is the most reliable in our case (Larson and Grey, 2003). Thereby,
all possible expenses will be figure out by the head of departments. The below table exhibits all
costs that may incur during the conference project management:

Table 4. Cost Estimation of Conference

Subdelivera Expenditure Cost Cost per CB Qu Total Cost in UZS
bles description per unit USD exchange ant
unit rate ity
UZS
Transportation & Accommodation Expenses
Air-tickets Russia 658 1362 10 8 961 960
Ukraine 655 1362 5 4 460 550
Kazakhstan 377 1362 7 3 594 318
Belarus 850 1362 3 3 473 100
France 1054 1362 4 5 742 192
Germany 1300 1362 3 5 311 800
England 912 1362 4 4 968 576
Italy 1000 1362 4 5 448 000
South Africa 2200 1362 5 14 982 000
USA 1788 1362 3 7 305 768
Canada 1400 1362 2 3 813 600
Singapore 1001 1362 2 2 726 724
Malaysia 745 1362 3 3 044 070
Initial Total 73 832 658
Cost for air
tickets
Total Cost 70 141 025
after 5 %
Discount
Mini-Vans Rent of mini-vans 25 1362 10 340 500
Ssang-Yong Istana
15 seats (6-9
people)
The Hotel Russia/2days 50 1362 10 1 362 000
Ukraine/7 days 50 1362 5 2 383 500
Kazakhstan/3 days 50 1362 7 1 430 100
Belarus/2 days 50 1362 3 408 600
France/7 days 50 1362 4 1 906 800
Germany/4 days 50 1362 3 817 200
Italy/4 days 50 1362 4 1 089 600
England/7 days 50 1362 4 1 906 800
South Africa/2 days 50 1362 5 681 000
USA/6 days 50 1362 3 1 225 800
Canada/6 days 50 1362 2 817 200

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Singapore/5 days 50 1362 2 681 000
Malaysia/5 days 50 1362 3 1 021 500
Total Cost 14 641 500
for the Hotel
Rent
Total Cost 85 123 025
for
Transportatio
n and
Accommodat
ion expenses
Marketing Expenses
Create Design of web-site 250 1362 1 340 500
conference
web-site
HTML coding 50 1362 1 68 100
Programming 350 1362 1 476 700
Content
Management
System (CMS)
Refining 100 1362 1 136 200
Parameters
Customization of 300 1362 1 408 600
web-page (e-mails,
forums, news etc)
Updating web-page 50/monthly 1362 9 612 900
9 months
Total Cost of 2 043 000
creating
web-site
Booklets Design booklets 4000/ 60 240 000
per
piece
Print out 20 pages 800/pe 60 960 000
booklets r page
Sending booklets
via DHL
Total 3 003 000
Marketing
Cost
Meal Expenses
Dinner Organize dinner for 15 00 60 900 000
60 people in the 0/per
first day person
Coffee Purchase coffee 200/pe 240 48 000
breaks r piece
Purchase disposable 50/per 240 12 000
cans piece
Total Meal 960 000
Cost
Venue Expenses

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Conference Rent conference 200/pe 2 544 800
hall hall for 60 people r day
for 2 days
Classrooms Rent 5 classrooms 100/pe 2 1 362 000
for 2 days r day
Total Venue 1 906 800
Cost
Total Cost 90 992 825
of the
Project
Company 18 198 565
Margin
(+20%)
109 191 397

Interpretation of Cost Estimates

As can be seen from the table above, major lump (that is 81%) of the project cost belongs to
acquiring air-tickets. Primordially, project team will collaborate with the largest travel agency in
Tashkent, BCD Travel. As they are going to book tickets for us at minimal cost and because of
huge order, agency will provide a discount of 5%. Besides, agency will assist the issue regarding
reserving hotels and compiling schedule of flights (Table 5). According to the data of flights,
organizational team can compute duration of stay of participants in the hotel and specify the term
of mini-vans rent.

Table 5. Schedule of Flights of Tashkent Airport

Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Russia
Ukraine
Kazakhstan
Belarus*
France
Germany
Italy
England
USA
Canada**
South Africa***
Singapore****
Malaysia
* There is direct flight from Minsk (Belarus), hereby it can fly transit through Moscow Overall there is
** Transit through New York (USA)
*** Transit J ohanessburg-Frankfurt-Tashkent only two 3 Star Hotels in the capital, namely
**** Transit through Kuala-Lumpur (Malaysia)
***** Yellow color - Arrival/Departure, Green Color - Arrival, Red Color - Departure “Poytaxt” and
The resource: BCD Travel
“Expo”, the first one is selected by the
following criterias: located in the downtown, nearly to square, Amir Temur Garden, fast food
restaurants, cheaper, prestigious and possess required number of standard rooms. The choice of

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venue was ceased on Westminster International University in Tashkent (WIUT) by the following
reasons: it had experience in intake of annual conferences in the building, located in the centre,
reasonable prices of renting, FREE providing of equipment, located closely to the hotel. In that
way, the selection of dinner place is insisted on “Bahor Restaurant”, which is located in 50
metres away from WIUT. Therefore, PM team enables to reduce transportation costs.
The overall cost of the project is 109 191 397 UZS, from which 20% or 18 198 565 UZS is the
team management’s profit margin for organizing event. Hereby this sum will be devided among
team members for 9.5 months of the project duration. No one should forget that, organizational
team used cost reduction process everywhere by choosing and buying all materials at minimal
cost, and also attracting sponsorships (advertisers), who paid 10 000 000 UZS (assumption of
this sum) for advertising their services and goods during conference days.
Therefore team management staff achieved target no to overrun given budget by customer
(assumption that budget was 100 000 000 UZS)

Section 3: Risk Management

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Project risks is a combination of uncertainties and constraints, so that if it takes place it has either
negative or positive effect on a project objective. Thereby a good risks can be considered
opportunities, meanwhile bad risks are threats. Hereby, the purpose of risk management team is
to develop a written plan that enables to identify, evaluate, quantify, prepare a response, monitor
and control conference project risks. Such procedure will enable project manager to increase
likelihood and impact of positive risks and diminish probability and outcomes of adverse risks.
That is why, project manager should bear in mind, that all possible risk factors should be
indentified at early stages of the business, cause as long as project life cycle moves along, the
cost and adverse impact of risk on project becomes higher.(This relationship is illustatted on
Figure 1).

F
Risk Management Process:
Risk
 Step 1: Risk identification

High
 Step 2: Risk Assessment (Qualitative or Quantative analysis)
 Step 3: Risk Response Planning
 Step 4: Risk Response Control and Monitoring

There two types of project risks:

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 External risk – caused by external environmental factors of the project

 Internal risk – associated inside of the project itself or caused by project team activities

Table 6. RiskIdentification

RiskType RiskEvent Consequence Impact

Delay of
Weather Changes (Mist)
partcipants arrival Schedule and Time
Destruction of the
Earthquake
city, buildings Quality
Inflation Increase in prices Cost
Death of
Airplane Crush
particiapants Quality
External
Airplane, airport
Terrorism
or venue hijacking Cost, Time and Schedule
Health of participants (Illness, May not come to
disease) the conference Schedule, Quality and Time
Turmoil in the
Political Changes
country Quality, Time and Cost
Firing of personal,
Conflicts removal from
activities Quality and Cost
Inflowof additional
Insufficient budget
funds Cost, time and quality
Accumulation of
tasks and
Illness of teammembers
assignmments by
individual Time and Quality
Failre of
connecting with
particiapnts,
Soft Failre of WWW
delivering
information via the
Internet Schedule
Abruption of Contract with Need urgently to
find another
Internal source of
Advertiser sponsorship Cost
Reserve another
Insufficient rooms in hotel
hotel Schedule, time and cost
Insufficient number of mini-vans Search another
offered by rent company car rent company Schedule, time and cost
Find another
Deficiency of Air Tickets travel agency
company Schedule, time and cost
Delay of Restaurant to organize Search of new
banquette place Schedule, time and cost
Suspension of
Break of Printing machine
printing booklets Quality and schedule
Defect in
Electricity problems equipments
during conference Quality
Late beginning of
Coming late of key note speaker
conference Time

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Risk Value = Impact * Probability * Detection

Table 7. Risk Assessment

Risk Probability Impact Detection Risk
Risk Type Risk Event difficulty
Event's ID (1-5) (1-5) (1-5) Value
1 Weather Changes 2 5 1 10
2 Earthquake 2 4 2 16
3 Inflation 3 4 2 24
External 4 Airplane Crush 2 5 4 40
5 Terrorism 1 3 5 15
6 Health of participants 3 4 3 36
7 Political Changes 1 3 3 9
8 Conflicts 4 3 5 60
9 Insufficient budget 3 4 4 48
10 Illness of team members 5 3 4 60
11 Soft Failre of WWW 2 3 3 18
Abruption of Contract
12 2 3 3 18
with Advertiser
13 Insufficient rooms in hotel 2 3 4 24

Insufficient number of
Internal 14 1 2 4 8
mini-vans
15 Deficiency of Air Tickets 2 3 3 18
Delay of Restaurant to
16 2 3 2 12
organize banquette
Break of Printing
17 2 3 1 6
machine
18 Electricity problems 3 3 3 27
Coming late of key note
19 2 4 2 16
speaker

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As can be seen from the table 7, values of external risks are not so high, because of forecasted
low probability compared to internal ones. However, force majeure situation of air crush can
lead to tragic lethal outcome and to the final ruin of the project. Nevertheless, the high risk ranks
belongs to conflicts inside the team and illness of subordinates (both possess 60 values). These
factors may influence on the atmosphere inside the crew and the quality of work to be done.
Whereas, table 8 shows that major part of possible forecasted risks are located in yellow zone,
which in turns means sufficient amount of work for risk management team to eliminate them.

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Section 4: Project success evaluation

The definition of the word success is too broad and everyone can measure success according to
its outlook and notion. Koelmans in his research proposed that project success majorly depends
on how well stakeholder analysis was conducted. Stakeholder is any interested party of the
project and its outcome, hereby stakeholder can either ruin or flourish your project (Larson and
Grey, 2003). Meanwhile, claimed that successful project depends on project management team
satisfies triple constraints items: time, cost and performance.
Thereby, Koelmans identified three major divisions of stakeholder group, which needs should be
sastisfied:

 Business clinet or customer (IAB)

 Employees of the project team
 The Local Community (participants)
Table 10. Stakeholder Analysis
Importance Influence
Stakeholder Interest Benefit/Loss to the
project (1-5) (1-5)
Successful conference
Project Customer (IAB) delivery with no repeating + 4 4
last year failures
to complete project in
Team Management (employees) time, earn money and + 5 5
prove their proffisionalism
to gain new academic
skills , exchange
Participants experience with other + 5 3
participants, to wide
outlook

As can be seen from the above table, all stakeholders have different viewpoints, interest and
expectations about the project. In order to meet their need different approaches and models were
generated by project manager. Table10 clearly depicts that highest level of importance and
influence belongs to the team management employees, in coonection with that project manager
should create happy atmosphere inside the staff members and motivate them to make their job
qualitevly and productively (f.e: paying dividends for each completion of task deliverables in
time). Moreover, there was created special questionnaire (see Appendix) for the crew members to
recognize wheter project was successful or not from their point of view. In its turn, the
participants will be given to fulffil the feedback form after ending the conference, where project
manager can find out the weaknesses and strength of all the work done. And finally, customer’s

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Project Management 00000573
opinion about the success of the project can be enquiried by the way of meeting all those
requirements which were regulamentated by both parties before and during the project.

Figure 2. A
successful
Another way of project success estimation is shown on triangle of Figure 2, where all main
constraints are depicted. The project success is the top of pyramide on which one should
scramble by passing all constraints

And final approach of project success evaluation is reducing and coping with all possible risks of
the project and proper construction and delivery of WBS.

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Project Management 00000573

Conclusion

The given report covered and fulfilled all required analysis for the forthcoming conference
project management. Project management team has done deep research regarding identifying
project scope and constructing different controlling, monitoring and planning tools, namely:
WBS, Gannt Chart, Netword Diagram and Responsibility Matrix. Hence the cost of the total
project is estimated at 109 191 397 UZS and will last 9.5 months. Additionally all possible risks
regarding the project were disclosed before its start and risk eliminating tools were named.
Finally, project success evaluation models were constructed.

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Project Management 00000573

Interviews

Olga, Maitre d’ of Bahor Restaurant

Contact Number: +99890 1853576

Nodira Abdullaeva, Head of the Finance Department in Westminster International University in

Tashkent
Contact Number: +99871 2322167

Said Mirjalilov, Chief Developer of Multimedia Centre in Westminster International University

in Tashkent
Contact Number: +99871 2387407

Vladlen Zaripov, Sales Manager of Travel Agency “BCD Travel”

Contact Number: +99890 3704991

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Project Management 00000573

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 Project Management 00000573

Appendix

-4 = strongly diagree -2 = disagree 0 = neutral 2 = agree 4 = strongly agree

Score: Probablity of Success: Description:

Do not attempt this project untill you have
from-72 to -36 Impossible addressed -4 and -2 issues
You have too amny uncertanties in this project.
Focus on the -4 and -2 issues in order to improve
from-36 to 0 Low the success of your project.
You may need to pay attention to any -4 and - 2
issues you have identified to move this project
from0 to 36 Moderate chance of success higher.
from36 to 72 High This project has every chance to be successful

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