Project Management for Scheduling and Controlling- myassignmenthelp

Question: Project management is a key process in the success or failure of hallmark events? Answer: According to Rojek (2014) Project management is very vital in any process or project to be undertaken by a team in any organization. Hallmark events will definitely need the project management process in order to be run successfully. This is because hallmark events require permanent and periodic concentration by the team in order to achieve the desired goals of the one-time event. In this case hallmark events are those events that are conducted once in a while and they form a function of other events which help to attain the set up goals and benefit the host community this can be to attract tourists, creating and enhancing positive image of the host community and lastly creating multiple benefits to the residents. Over a given period of time hallmark events have become a tourism attraction event and help creates a sense of community and identity (Muller,2015). Project management tries to incorporate the different main processes and goals of the hallmark events as a system .In this case there are three major goals that determine the success or failure of a hallmark event .There are also major planning and implementation processes that need to be identified. Since hallmark events are periodic and more than one such event can be created in a community then it is advisable to apply the principles of project management in the progress of the hallmark event. The process and goals of the events should be able to pay attention to the project planning and production of such events to enable its functionality. The processes and goals of the project and hallmark events overlap and are interrelated and hence the need to incorporate the project management ( Bowdin,2006). There are different project related factors that affect the success of hallmark event in any community. The factors that have contributed to the project success involves the user involvement, support of executive management, clear requirements statement and proper planning (Boonstra,2010). Absence of user involvement is the major cause of the hallmark failure, the event can fail if it does not meet the needs of the users even if it is delivered on time and on a given budget. In the case of support of management executive , it influences the process and progress of the event and when it lacks the input then it can lead to disadvantage of the event. Clear statement of requirements is the basic level of the materials and needs that are required to make the event a success. The effect of change will be reduced if the clear statement of requirement is adhered to by the event organizers in making the event a success. Other factors that affect the success of hallmark event and need to incor porate project management involves; Lack of strategic alignment. The risks and the benefits that arise from project management plans need to be examined and associated with the objectives of the business and also the operations. In initiation and planning of the hallmark events the participation of the project managers and other parties is important since it helps to transform the dormant project teams into high-performing teams that are able to deliver value in the organization with shared vision of enhancing success of the event. Time factor, Cost, quality and scopeof the hallmark event. To be able to determine the scope of an event or project is important to spend more time in planning of the event which is made sure by project manager .This is made sure by gathering the requirements, developing plans that involve project management and also scheduling and determining activities among other things like coordination of the activities (Todorovic,2015). Without the key event elements and planning activities leads to non-commitment by stakeholders. Also poor planning results to reduction in credibility and reduced confidence of the management in running the event. The running of the event needs focused project leaders who have confidence in running the project or event planning activities and hence reduce the risk of rework and increasing the success of the event. Hallmark events need project managers who are able to achieve the set up objectives and goals set by the organizers. Inefficient use of resources. Resources in any given project or event is very vital since it helps to estimate the costs and the activity levels , resource scheduling, continuous monitoring. All these require project management which involves intense planning to ensure that the event is able to move in the correct direction. Also actual planning helps to identify the techniques that are able to reduce the risks of having uncertain roles and responsibilities in the management of the event. The resources can either be human or financial and create value to the business. The event organizers need to incorporate the project management to know how they can utilize the limited resources. Communication Constraint. In the case of communication issues a ganth path can be used to plan for the duration of the project or event through proper communication to enhance planning. Planning in hallmark events need to be conducted to enhance good communication plans. Without proper planning in communication of the different project or event activities it will definitely lead to communication barriers leading to reduced confidence by team members and stakeholders in the management of hallmark events. Increased Risk. According to Masterman (2014) project management helps in identification of risks by project managers by developing risk analysis and also developing risk management strategies which are very key to successful events outcome. The hallmark events require a lot of time and organization to complete since they depend on the event, scope and size of other factors. More planning needs to be conducted on more risky events. The significant to having great event result is to be able to identify the start of the event and that is why careful planning needs to be incorporated to be able to reduce risks and increasing success of the event. A research that was done by Chitkara (2005) concerning the Project Managers who have five years of experience and more and have completed planning of hallmark events and have five or more experience covering the following areas; - event incorporation, - event choice, - event communication, - event variation, - event plan, - event budget, - event resources, - reporting and monitoring the hallmark events, It was found out that the different processes and activities leading to the success of an event is dependent on the project management process of any given event. The success of the project greatly relies on the project management process and planning of the events. Without proper project management strategies then it is hard to conduct a successful hallmark event in a given community( Haimes,2015). References Bowdin, G., O'Toole, W., Allen, J., Harris, R. and McDonnell, I., 2006.Events management. Routledge. Chitkara, K.K., 2005. Project Management-Planning, Scheduling and Controlling. De Bakker, K., Boonstra, A. and Wortmann, H., 2010. Does risk management contribute to IT project success? A meta-analysis of empirical evidence.International Journal of Project Management,28(5), pp.493-503. Haimes, Y.Y., 2015.Risk modeling, assessment, and management. John Wiley Sons. Heldman, K., 2015.PMP project management professional exam deluxe study guide: updated for the 2015 Exam. John Wiley Sons. Kerzner, H., 2013.Project management: a systems approach to planning, scheduling, and controlling. John Wiley Sons. Masterman, G., 2014.Strategic sports event management. Routledge. Mller, M., 2015. What makes an event a mega-event? Definitions and sizes.Leisure Studies,34(6), pp.627-642. Rojek, C., 2014. Global event management: A critique.Leisure Studies,33(1), pp.32-47. Todorovi?, M.L., Petrovi?, D.?., Mihi?, M.M., Obradovi?, V.L. and Bushuyev, S.D., 2015. Project success analysis framework: A knowledge-based approach in project management.International Journal of Project Management,33(4), pp.772-783.