Page | 1Assessment 3 Appendix AA Project Opportunity Brief (Fictional)Maryborough, QLD Annual Air Show 2022ASSESSMENT STATEMENT AND DATESFor this assessment, a project opportunity is described. The opportunity is a fully fictionalproject opportunity. This fictional opportunity will use fictional dates; some situationsbased on realistic data, regions, and opportunities; and supplemented with other fictionaldata. This fictional opportunity allows you to demonstrate your project planning and earlyproject preparation knowledge and skills. In addition, you will demonstrate your ability toadjust and customize project management processes to meet business needs as stated inthe brief.Simulated dates will use the format of **dd/MMM/yyyy**.For this Assessment 2, please conduct project planning activities for this Assessment 2with current COVID-19 challenges and uncertainties. The fictional date of this brief hasprogressed from **Monday 16/Aug/2021** to Tuesday 24/Aug/2021**, the annual airshow for 2021 is a “go”.YOUR TASKS FOR ASSESSMENT 3Assessment 3 will continue the scenario and project opportunity described in Assessment 2.Be sure to fully understand the project opportunity by reviewing the Assessment 2 briefs. Inaddition, the project is moving forward in time with new information being provided to you.You will now simulate as if a charter has been approved for a project team. The charter iswritten for approximately 10 weeks of work which includes a feasibility study and a detailedProject Management Plan (PMP) for future project phases. For Assessment 3, the feasibilitystudy details will be provided to you on the basis the project opportunity will proceed. YourAssessment 3 Parts A2 and A3 will only simulate preparing a Project Management Plan fornext project phase(s) that will be presented at the 18/Oct/2021 milestone.Your Assessment 3 consists of three basic components. Part A2 is your contribution to atotal group Project Management Plan, Part A3 is your contribution to you assigned PMPsection(s) where you act as a Subject Matter Expert (SME). Part B is your analysis anddocumentation on a few of the many inter-relationships, inter-dependencies, ongoingproject dynamics, and requirements of project management in this specific project.DESCRIPTION OF ASSESSMENT 3 PARTS A2 and A3Page | 2As a reminder, Assessment 3 Part A1 is your efforts on completing the Harvard Simulation.This Part A1 work should be completed prior to starting the remainder of your Assessment3. This first Part A1 may have provided you to opportunity to meet and work with someyour group members assigned in the remaining Assessment 3.Assessment 3 Parts A2 and A3 are your participation as a team member to insurepreparation of a fully complete, accurate, integrated, and thorough PMP for the nextphase(s) of the project. Part A2 is your timely and effective participation on all sections of aPMP. You are simulating being a team member; therefore, your contribution should besemi-continuous over the project time frame, not only at final due dates. Part A3 is yourextra preparation and responsibility of some PMP section(s) assigned specifically to you.Again, to be an effective team member, your contribution should be semi-continuous asother team members are dependent on you. Ensure your assigned sections of the PMP arecomplete, accurate, integrated, and thorough.The charter identified several specific skills of the team members. You are welcome toenvision yourself as one of these team members or as a team member that you identified inyour draft Charter, but that is not required. You are to contribute as if you are any teammember or supporting 3rd party to the team.Once an approved charter is released, then the project team needs to form. The ProjectManager will start assembling the team and beginning work. Sometimes a delay occurswhile the Project Manager searches for and hires the team members. Once the team comestogether, a beginning task is completing PMBOK process “13.1 Identify Stakeholders”. Atemplate for an initial stakeholder register is provided as Attachment 1; you can expandusing the stakeholder register that you prepared in your previous assignment. Thisaddresses the first two sub steps of “Perform identification” and “Obtain Information”.Now that you are simulated a working team, you will contribute and collaborate on the nextsub step of “Conduct Classification”.Understanding stakeholders is the foundation for starting the PMBOK planning processes,which are brought together in a Project Management Plan (PMP). With the foundation ofstakeholders and their analysis to date, a follow-on process step is for you to contribute andcollaborate on Scope Management which is another foundation section the PMP.Ultimately, project scope of the next project phase(s) will be represented by a WorkBreakdown Structure (WBS). First however, all project requirements need to be defined.Project scope definition follows so that it be designed to fulfill the requirements. OnceScope Management is reasonably started, the other sections of the PMP now havestakeholders, requirements, and scope as its foundations for building and updating.DESCRIPTION OF ASSESSMENT 3 PART BPart B of Assessment 3 is your written report which identifies, analyses, and documentssome of the systems and systems thinking that you are experiencing in the PMBOK planningsteps of project management. As the PMP takes form, you begin gathering your learningsPage | 3on systems within the project’s PMP and in developing the PMP. You will document youranalyses on a few of the many inter-relationships, inter-dependencies, ongoing projectdynamics, and requirements of project management. This includes the many processes anddocuments to keep the PMP fully live/living. You will select and thoroughly discuss in areport format 4 or 5 very specific system (or subsystem) examples within the overall project.All examples must be specific to the assigned Assessment 3 project. For example, explainthe system, its intended consequences, and flow on unintended consequences. Theconsequences may be “waterfall type” or may have a looping branch back to other projectcomponents.System examples identified about the project team are strictly limited to 2 of the 4 or 5total system examples. The other system examples are to be systems within the projectscope.While documenting your analyses, you may continue with your contribution, collaboration,and finalization of the PMP section(s) that you have extra responsibility and with thecomplete PMP. As a result, you may see and identify further learnings on your systemexamples.UPDATE ON THE PROJECT OPPORTUNITY DESCRIBED INASSESSMENT 2 (Fictional)Yesterday on **Monday 23/Aug/2021**, the MAGE Board approved a revised ProjectCharter for your project group. The approved charter was revision #4 of the drafts that youand the MAGE Chair discussed last week from **16-20/Aug/2021**.The MAGE Chair will serve as the project’s sponsor. As discussed with your sponsor, theCharter is written for a starting phase of only feasibility study to validate the viability of theopportunity, a detailed Project Management Plan for follow-on project phases, and acharter for the next project phase(s). If viable, the MAGE Board will need to approve thenext plan, and MAGE approval will need a follow-on step of approval by the MaryboroughCity Council.The PMP for further project phase(s) be fully complete. It will need to appropriately expandthe business case, it must show what MAGE volunteers can deliver, it must state whatspecial skills need to be hired, and it must provide many other needed details.The target for a presentation of the PMP to the MAGE Board is for **Monday18/Oct/2021**. This time frame gives MAGE, and separately the project team, about onemonth after the 2021 annual air show to closeout and conduct lessons learned. It also givesmuch needed 11month start on the 2022 annual air show. The project team should plan fora presentation to the Maryborough City Council 1 week later on **Monday 25/Oct/2021**.Final project closeout and handover is scheduled for the next week ending **Monday1/Nov/2021**.Page | 4The MAGE Chair advises you to assemble your team members and get started immediately.The MAGE Chair also confirmed that if the opportunity was a “go”, then at later date andwith better project definition and appropriate administrative approvals, the Board willapprove a new follow-up charter to deliver the events.Page | 5APPROVED CHARTEREvaluation of Live Musical Entertainment forthe Maryborough Annual Air Show 2022Vr 4 dated 23/Aug/2021 Proposed by:Project SponsorAbe AlbertProject ManagerBetty BarlettChair, Maryborough Aviation GroupEnthusiasts (MAGE)Signed by the aboveSigned by the above A) Executive Summary and VisionThis Charter authorizes an approved Budget of $26,000 to assemble a small diverse team ofexperts with a goal of thoroughly evaluating the viability and appropriateness of a majormusical entertainment opportunity for the 2022 Maryborough Annual Air Show. Further ifthe opportunity is viable, the project team shall deliver a thorough project managementplan (PMP) for the event in 2022 which meets the approval needs of the MAGE Board andthe Maryborough City Council.Please note that the costs and schedule of this phase of the project are strictly fixed andcontrolled due to limited MAGE flexibility. Cost overruns will cause project cancellationunless team members volunteer extra time. The schedule has some, but still very limitedflexibility as the entertainer needs to lock in schedule and contracts in 2022.The team will work part-time and many team members are donating a share of their time toMAGE for this special opportunity. In addition, the team will coordinate with other expertsand representatives, as necessary. The project will occur over a short 10-week timeframefrom **Wednesday 25/Aug/2021** to approximately **Monday 1/Nov/2021**.B) Project Purpose / Business CaseThe 2022 Maryborough Annual Air Show has a one-time opportunity to expand the show’sentertainment with two musical events by a world renown musical entertainer andassociated band. For the community of Maryborough and the Maryborough Aviation GroupEnthusiasts (MAGE), the two musical events may have many benefits. First, the musicalevents should be more than self-supporting, they should be profitable. This profit allowsthe MAGE to maintain and upgrade their local volunteer airport museum, which is a speciallandmark of the Maryborough community. In addition, the entertainer will likely bring inextra visitors to the 2022 Maryborough Annual Air Show which further helps air showPage | 6income. Plus, the extra visitors provide extra revenue for the show’s many vendors, andmore tourism for the Maryborough community.C) Objectives and Success CriteriaThe project team shall complete a feasibility study which validates and updates the businesscase. A “Proceed Decision” will require a thorough project management plan for futurephase(s) which includes marketing, security, cost control and other event needs for 2successful musical events. The plan must address all the challenges, interrelationships, andconflicts of all other annual show events and exhibitions. The planning documents mustalso be sufficient to meet local guidelines and regulations and obtain approval of theMaryborough City Council.All deliverables must be provided on schedule as defined in the milestone schedule.D) High Level RequirementsThe plan must understand and meet diverse requirement of key stakeholders such as:• Safe and secure operation of the airport, its runways, and its secure areas.• Nil to manageable conflicts with other long-standing vendors, exhibitors, and events.• Additional exposure and customers for vendors, exhibitors, and events.• Profitability for the MAGE.• Crowd control, security, food, toilets, and safety consistent with best practices andMaryborough Council guidelines and regulations.• Mobile/Temporary stage design, layout, flexibility, and security needed by theentertainer and band.• Two musical shows that will make attendees wishing for more.E) Description and BoundariesThe project team is not delivering 2 musical events in this project feasibility study phase.The team is providing a higher resolution evaluation of an opportunity for a more informed“go / no-go” decision by the MAGE Board. The project team is limited validating theopportunity and to planning the 2 musical events and coordinating with other exhibitorsand events.The team is not to plan or control other air show exhibitors and air show events. However,the team must address interfaces and identify conflicts. Conflict resolution, if any, shall beaddressed by the MAGE Board.F) Project RiskAt the time of the Charter, project risks included, but were not limited to:• MAGE has managed the annual air show for many years. The show events andprocesses have become very predicable with vendors, exhibitions, and events mostlyPage | 7self-managing in their long-standing locations. MAGE does contract an aviationexpert to coordinate CASA and air show displays. MAGE volunteers have managedparking and event entry ticketing.• MAGE has not managed special events like the possible musical events andassociated crowd control, assigned seating, security, and safety in crowded areas.• Very busy team members doing the evaluation and planning part-time.Communications and linkages may be challenging.• Team members may have schedule conflicts.• Possible tight income margins with insufficient revenue possibilities of the musicalevents.• Lack of promotion, marketing and booking expertise for MAGE.• Reducing the uncertainty in attendance numbers to lower the risk of a “go/no-go”decision by MAGE.• The entertainer and band may back-out and/or have scheduling conflicts.Costs and schedule of this project phase are strictly fixed and controlled due to limitedMAGE flexibility. Cost overruns will cause project cancellation unless team membersvolunteer extra time. The schedule has very limited flexibility as the entertainer needs tolock in schedule and contracts in 2022.G) Key DeliverablesKey deliverables of this project phase include, but may not be limited to:• Attendance at and learnings from the 2021 Annual Air Show.• Early development of a work plan / project management plan for this project phase.The PMP shall include updated tasks and milestones with matching schedule andAAACE Class 3 cost estimate.• Manage as a schedule driven project. Timeframes and costs must be honored.• A feasibility study of the musical opportunities to the next level of accuracy (i.e.,30% to 50% accuracy).• If the opportunity is viable, a detailed project management plan (PMP) for futureproject phase(s). (Note to students, this is your Assessment 3 Parts A2 and A3)• Milestone reviews with MAGE as detailed in this Charter.• Bi-week status reports plus cost control reports on this project.• Presentations to MAGE and if appropriate, the Maryborough City Council• Upon completion, a Lessons Learned report.• Preparation of a Project Charter to deliver next project phase(s) if the opportunity isviable.H) Summary Milestone Schedule Date(s)Milestones**23/Aug/2021**Charter was approved. The Project Manager is authorized to assembleand form the team. As the team forms, team member understandseach other’s roles and contributions. Page | 8 Date(s)Milestones**1/Sep/2021**Team completes its detailed work plan / PMP for this project phasethrough **1/Nov/2021**.**15/Sep/2021**Team develops initial concept framing and questions to answer for the2022 event prior to attending 2021 Maryborough Annual Air Show.**18/Sep/2021 –19/Sep/2021**Team members attend 2021 Maryborough Annual Air Show to learn.They interview vendors, competitors, attendees, entertainers,management, hotels, and others. Attendance costs are included in thecharter’s budget.**25/Sep/2021**Team completes its Lesson’s Learned on the 2021 MaryboroughAnnual Air Show. This is a different Lessons Learned from MAGE’sdelivery of the event**14/Oct/2021**Team has prepared a “near final” draft PMP. May have a private andearly review with Sponsor who is the MAGE Board Chair.**18/Oct/2021**Team delivers a presentation of the PMP to the MAGE Board for themusical events for the 2022 Maryborough Annual Air Show.**25/Oct/2021**Team delivers a presentation of the PMP to the Maryborough CityCouncil for the musical events for the 2022 Maryborough Annual AirShow.**1/Nov/2021**Team conducts a Lesson Learned Workshop on its efforts, closes allfiles on this phase, and prepares for future phase(s). Page | 9I) Cost Estimate & BudgetThis is a schedule driven project. To date, the Charter for this project phase was approvedon only an AAACE Class 5 / Class 4 type cost estimate.COST ESTIMATE Start Date: 25-Aug-21AACE Class 5/4 End Date: 1-Nov-21Calendar Days: 69Estimated Workweek Days: 49Description RateDiscount Quantity UnitEst Cost(round $10)Team Members with Functional Skill Set (rate includes routine overhead costs)You, Project Manager (long standing volunteer,capital projects, feasibility studies, cost andschedule expertise) at 10% + 5 full days$225.00 100% 79.2 Hours $0Local Hotel Owner (hotels, accommodation, &transport) at 5% + 2 full days$150.00 50% 35.6 Hours $2,670Crowd and Security Expert (past MAGEvolunteer, SES background, crowd control, andsecurity) at 5% + 2 full days$75.00 75% 35.6 Hours $670Local Event Catering Provider (hospitality,catering & amenities including micro layout) at5% + 2 full days$150.00 50% 35.6 Hours $2,670Agent for the Entertainer (marketing,promotion, and scheduling) at 5% + 3 full days$150.00 50% 43.6 Hours $3,270Aviation Consultant (Same consultant asalready used by MAGE, CASA expert andaviation shows) at 5% + 3 full days$225.00 0% 43.6 Hours $9,810Team TravelMisc Travel & Meal Expenses if Required $500.00 1.0 Total $500Entry Fee to Annual Show – weekend pass $20.00 6.0 Tickets $120Special Supplies and MaterialsPrint 10 high quality copies of bid package $10.00 10.0 Each $100Make 5 data CD’s with labels $8.00 5.0 Each $40Make 5 USB drives with labels $12.00 5.0 Each $60SUBTOTAL $19,910Contingency 30% $5,970SUBTOTAL $25,880Page | 10J) Initial Stakeholder RegisterPlease see the Attachment 1 for an initial Stakeholder Register. NOTE to Students: The initial Stakeholder Register is only partially completed. As part ofyour Part A task, you are to continue completing this register. K) GovernanceThe MAGE Governance Board will consist of: PersonRole & ResponsibilityBetty BarlettMAGE Board Chair, and SponsorCharlie CompanyMAGE Board MemberDebbie DurhamMAGE Board MemberEddie ExtraMAGE Board Member L) Team Structure and Human Resource NeedsThe team is small. All members shall report to the Project Manager.The team has five members consisting of: Person & RoleResponsibilitiesAbe AlbertProject Manager &Primary TeamMemberYou, Project Manager (long standing volunteer, capital projects,feasibility studies, cost, and schedule expertise). Will serve and theprimary final author and editor of the PMP.Freddy FrogLocal Hotel Owner (hotels, accommodation, & transport)Gladys GoodwinCrowd and Security Expert (past MAGE volunteer, SES background,crowd control, and security).To Be DeterminedLocal Event Catering Provider (hospitality, catering & amenitiesincluding micro layout)Haley HelperAgent for the Entertainer (marketing, promotion, and scheduling)Wilbur WrightAviation Consultant (Same consultant as already used by MAGE,CASA expert and aviation shows) Other consultants and advisers to the team may include, but not be limited to:• Maryborough City Council• Show vendors, exhibitors, and events.Page | 11M) Other Stakeholders and Initial Stakeholder RegisterPlease see Attachment 1 for the initial Stakeholder Register. NOTE to Students: The initial Stakeholder Register is only partially completed. As part ofyour Part A task, you are to continue completing and expanding this register. N) Facilities and Other Resources:All team members are independent consultants who are fully self-supported with office, PC& base IT support, and superannuation.Miscellaneous travel costs to the 2021 Maryborough Annual Show are available.The team is authorized to spend up to $200 for special office related supplies and materials.Costs above $330 require the Sponsor’s approval. Total estimated costs are included in costestimate.O) Project Exit CriteriaMAGE has very limited budget and flexibility. Therefore, costs and schedule of this projectare strictly fixed and controlled. Cost overruns will cause project cancellation unless teammembers volunteer extra time. The schedule has some, but still very limited flexibility asthe entertainer needs to lock in schedule and contracts in 2021.The MAGE Board reserves the right to cancel the project at any time for cost overruns,schedule overruns, changes by the entertainer and band, and/or unmanageable conflictswith long-standing vendors, exhibitors, and events.Page | 12Attachment 1: Initial Stakeholder Register Category/ TypeName, Title,CompanyContact DetailsWhy a Stakeholder? (e.g., Interest, Involvement,Rights, Ownership, Expectations, Requirements,Benefits, Knowledge, Influence, Contribution)Potential issues, risks,problems.Project TeamProjectTeamAbe AlbertProject MgrEm: [email protected]Mb: +61 499 999 999Phone2:Physical Address:Mailing Address:Team Project MgrProjectTeamFreddy FrogLocal Hotel OwnerEm: [email protected]Mb: +61 499 999 999Phone2:Physical Address:Mailing Address:SME Team MemberConfirm part timeavailability for next 10weeksProjectTeamGladis GoodwynCrowd & SecurityExpertEm: [email protected]Mb: +61 499 999 999Phone2:Physical Address:Mailing Address:SME Team MemberGovernmentemployee. Conflictwith work of homedepartment.ProjectTeamTBDLocal EventCateringEm:Mb:Phone2:Physical Address:Mailing Address:SME Team MemberSourcing anappropriate individualin the short timeframe.Conflict with work ofother clients. Page | 13 Category/ TypeName, Title,CompanyContact DetailsWhy a Stakeholder? (e.g., Interest, Involvement,Rights, Ownership, Expectations, Requirements,Benefits, Knowledge, Influence, Contribution)Potential issues, risks,problems.ProjectTeamHaley HelperAgent for theEntertainerEm: [email protected]Mb: +61 499 999 999Phone2:Physical Address:Mailing Address:SME Team MemberConflict with work ofother clients.ProjectTeamWilbur WrightAviationConsultantEm: [email protected]Mb: +61 499 999 999Phone2:Physical Address:Mailing Address:SME Team MemberGovernmentemployee. Conflictwith work of homedepartment.External ConsultantsExternalConsults/AdvisersTBDTicketing andmarketingEm:Mb:Phone2:Physical Address:Mailing Address:AdvisorSourcing anappropriate individualin the short timeframe.Conflict with work ofother clients.GovernanceGovernanceBetsy BettyMAGE ChairEm: [email protected]Mb: +61 499 999 999Phone2:Physical Address:Mailing Address:Sponsor to the Project TeamFull time employee.Work conflicts withthe voluntary MAGErole. = = = end of project charter = = =
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