.net barcode reader component Business / Project Objectives in Software

Creation UPCA in Software Business / Project Objectives

21 Business / Project Objectives
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To provide quality entertainment and sell the BEC to 100% capacity and showcase the facilities at The Ranch to attract repeat business by those attending Also to provide excellent and efficient staffing and service as the host venue to the concert promoter and artist Provide a unique, rock music genre quality oriented experience Honor rock music genre heritage of Northern Colorado Promote a sense of community (increase awareness of the BEC facility for future events) Conduct a safe, secure and comfortable environment (0 injuries and 0 incidents)
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Additional details are available on the BEC website at http://wwwbudweisereventscentercom/
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Sample Scope Statement for BEC Concert Event (continued )
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3 Project Description
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31 Project Scope Includes:
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Facilities, security, box office and merchandise sales, audio and lighting, fire and ambulance support
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Does Not Include:
Transportation for the band, hotels, or backline (band-provided music gear and equipment)
32 External Dependencies
Media partners (newspaper, television and radio), police officers, medical staff, and fire marshal Contracted staff for event security, parking attendants, stagehand labor, and post-event cleanup Production equipment vendors, concessions volunteers, and subcontracted concessions vendors
33 Assumptions/Constraints
All advancing to be initiated three weeks prior to the event start date of 7/3/2009 (right-to-left planning)
4 Project Milestones
41 Estimated Schedule
Project Milestone Public advancement of the concert (no later than three weeks from event day) Ticket on-sale Advertisement/marketing campaign Staffing, scheduling, event details planning, building conversion, and setup Event day activities and closing/cleanup Target Date (MM/DD/YYYY) 6/12/2009 6/15/2009 6/15/2009 6/19/2009 7/3/2009
5 Project Approach
A phased approach is used to break the project into more manageable categories
51 Primary Plans
The Event Data Sheet and marketing plan will serve as the primary plan documents to direct this project The Advancing document (rider) from the artist serves as the project scope and deliverables document
Figure 5-4
Sample Scope Statement for BEC Concert Event
5: Project Scope Management
52 Scheduled Meetings
Three weeks prior to the event, the event manager will lead a meeting with all building staff This weekly meeting will provide all advanced information from the band, as well as all instructions on building requirements and setup for the concert Review meetings will be held weekly for clear communications
53 Status Reports
The primary status report and plans for BEC is the Event Data Sheet (EDS) This document provides very specific details regarding the particular concert, including show timeline, key contacts for each department, arena setup, power requirements, etc Updated EDS to be reviewed in weekly status meetings
54 Issue Management
Issues will be addressed as needed:
Project-related issues will be tracked, prioritized, assigned, resolved, and communicated in accordance with the BEC event management process Issue descriptions, owners, resolution, and status will be maintained in an issues log Issues will be addressed with event manager and communicated in the weekly status report
55 Change Management
The change control procedures to be followed will be consistent with the project management methodology and consist of the following processes:
A change request log will be used by the event manager to track and manage changes Change requests will be reviewed and approved by the event manager and the EDC updated to reflect changes
56 Communication Management
The following strategies have been established to promote effective communications:
The event team will have weekly update/status meetings to review completed tasks and determine current work priorities Minutes will be produced from all meetings The event director will provide a status report to the project sponsors on a monthly basis
6 Project Scope Statement Approval / Signatures
Project Name: Event Director:
Name
Rock On Concert Event Shane C
Role Signature Date
I have reviewed the information contained in this Project Scope Statement and agree:
Suzy B Singer Shane C Figure 5-4
Client / Artist Event Director
6/7/2009 6/7/2009
Sample Scope Statement for BEC Concert Event
PMP Certification: A Beginner s Guide
References
1 Evans, Gary Project Description Scope Statement Template Instructions, CVR/IT
Consulting LLC, section 31 33, page 4
2 Morrison, Terri, Wayne A Conaway, and George A Borden, PhD Kiss, Bow, or Shake
Hands (Adams Media Corporation: Avon, MA), 1994
3 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth
Edition, (PMI Project Management Institute Global Standard: Newtown Square, PA), 2008, page 115
4 Mulcahy, Rita PMP Exam Prep, Sixth Edition (RMC Publications, Inc), April 2009,
page 165
5 Wikipedia, http://enwikipediaorg/wiki/Scope_creep 6 Lijoi, Gina How to Manage Scope Creep, http://wwwpmhutcom/how-to-manage-
scope-creep
7 Doll, Shelley Seven steps for avoiding scope creep, http://articlestechrepubliccom
com/5100-10878_11-1045555html
8 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Fourth
Edition, (PMI Project Management Institute Global Standard: Newtown Square, PA), 2008, page 420
Project Time Management
PMP Certification: A Beginner s Guide
Key Skills & Concepts
The true measure of success on a project The importance of time/schedule management The six time-management processes Managing the schedule (setting a baseline) The impact of constraints on a project Forward pass, backward pass, and float How to find the critical path (CP) Precedence diagramming method (PDM) Activity-on-arrow (AOA) network diagram Types of dependencies and relationships Types of reports and charts (PERT and Gantt)
hen you read project management trade journals, magazines, and books, one true measure of success that s often discussed is bringing the project in on time The other measure of project success, as you may have guessed, is being on budget (a topic that s covered in 7) These two areas (time and cost) are tightly linked and are the primary constraints (or challenges) project managers encounter on a day-to-day basis It has also been said that the highest source of conflict on a project is the schedule More projects miss their target schedule dates than anyone would like to admit The misses are often due to changes to scope or deliverables that affect the project s scheduled completion date Time management, in a broad sense, involves both planning and execution Time, unlike money, once spent, is gone and cannot be earned back That is what makes time management an important knowledge area The bad news is, there is no universally agreed-upon way to manage time How time is managed and how activities are prioritized depend on the individual project manager The good news is, there are some standard processes (discussed in this chapter) that, if followed, can help in this area
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