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Project Management Plan:

Sustainable Sustenance Trade Show

Prepared by:
Cheuk L V Chui Cong Cong Cintia Nunes Duncan Wong Kuo C K Tsai Wan Seen Stephanie Yung

Date created:
15/12/2010

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Table of Contents
Content 1. Overview . 1.1 Executive Summary 1.2 Objectives . 1.3 Success Criteria .. 1.4 Product Breakdown Structure of Deliverables 2. Managerial Process . 2.1 Work Breakdown Structure 2.2 Responsibility Matrix ... 2.3 Schedule ... 2.3.1 Milestones Overview 2.3.2 Schedule Overview ...... 2.3.3 Full Schedule 2.3.4 Schedule Risk Analysis ... 2.3.5 Schedule Risk Evaluation ... 2.4 Resource Plan ..... 2.4.1 Staffing Plan ..... 2.4.2 Staff Training Plan 2.4.3 Resource Acquisition Process 2.4.4 Resource Acquisition Plan .. 2.4.5 Resource and Service Quality Evaluation 2.5 Stakeholder Management Plan ..... 2.6 Cost Breakdown Structure . 2.6.1 Budgeting .. 2.6.2 Main Cost Drivers .... 2.6.3 Cost Evaluation .... 2.7 Risk Management 2.7.1 Sources, Description of Risks .... 2.7.2 Risk Matrix . 2.7.3 Risk Treatment, Contingency Plans .. 2.7.4 Risk Register . 3. Project Monitoring Strategy .. 4. Post-Review: Evaluation and Decision-Making ... 5. Appendix .... Page # 3 3 4 5 6 8 8 10 11 11 11 13 16 17 18 18 19 19 19 19 20 22 22 24 26 27 27 28 29 31 32 33 34

1. Overview
This section of the PMP (i.e., Project Management Plan) provides an overview of the objectives, success criteria and the main deliverables of the project.

1.1.

Executive Summary

This PMP discusses the details for Supreme Shows in planning and executing a Sustainable Sustenance Trade Show in the UK for both all previous stakeholders and the (consumer) general public. The purpose of this PMP is not to concretely provide a go or no-go decision on whether to go forward with running the show, but rather to identify the benefits, costs and risks associated with the show hence should act as a major contributor/assistance to senior management in making the final decision (i.e., whether to run the show for the general public (or not) in the future). This PMP points out all vital and basic steps to take and be aware of throughout planning and execution, which should be followed through thoroughly by any project teams when running the show from the first show thereafter and also for the future shows (i.e., this PMP is applicable for any project teams that are responsible in running the Sustainable Sustenance Trade Show).

1.2.

Objectives

The main concept behind the show is to provide a space where businesses, suppliers, restaurant owners, other stakeholders concerned and (for the first time) consumers (the general public) can gather together and exchange information on a variety of topics in the rapidly growing field of organic, craft, traditionally and ethically produced (e.g., Fair-trade) food and drink. Below are the main desired outcomes of the project: 1. Make a profit on the show, with gross margins in regions of 20-25%. The company expects to make a profit on the show in the regions of 20-25% (normally profits are at this range). This is the most quantitative objective in the project. 2. Raise consumer/public interest in sustainable foods and extra-European produce. Feedbacks from previous visitors on the show has indicated that demand for a wider range of foods is encouraged and if this is fulfilled as one of the objectives market share will be gained (and lost if otherwise). 3. Generate interests/likely demand for a consumer-orientated exhibition. Since it is the first time that the show is opened to consumers (the general public), it is reasonable to have this as one of the main objectives as this would ultimately affect the decision whether the Sustainable Sustenance Trade Show will be opened to the general public in the future. 4. Enhance the companys reputation in running exhibitions/shows. Whatever the interest/popularity of the introduced extra-European produce and consumer interest (even if the interests generated for the foods are not as great as expected/hoped), the show must be executed in a favourable manner which ultimately would lead to an enhancement to the companys reputation. This is an important qualitative objective that must be met. By keeping this general vision in mind and focusing on the objectives, we hope to provide evidence of success/failure that would greatly assist the senior management team to decide whether the show should run again for the general public in the future and if so (and beyond to this), whether to increase investments and expand the scale of the show in the future potential years to come.

1.3.

Success Criteria

The success criteria below will state how the success/failure of the project will be determined in relation to the stated objectives. The project is a success if the following criteria are fulfilled1: Objective 1 Make a profit on the show, with gross margins in regions of 20-25%. A profit is made on the show; Gross profit with margins in regions of 20-25%. Objective 2 Generate interests/likely demand for a consumer-orientated exhibition. Visitor numbers reach 2000+ on Saturday (when the show is opened to the general public); Good feedbacks (or little complaints) from the general public on the show during and after the show. Objective 3 Enhance the companys reputation in running exhibitions/shows. Good feedbacks (little complaints) from stakeholders during and after the show. Exhibitors express interests to partner with the company in running shows again in the future. Gain a great interest from the media in shows ran by the company. Generate public interests on shows ran by the company. Objective 4 Raise consumer/public interest in sustainable foods. Visitor numbers reach 2000+ on Saturday (when the show is opened to the general public); Good diversity of visitors (visitors from different age groups, backgrounds, occupations, nationalities etc.); Good diversity of exhibitors (with a wide range of sustainable foods); Good media attention/interests in sustainable foods; More than half of the visitors from the general public have interactions with the stalls/exhibitors.

N.B: The first three objectives are the ones that must be met in order for this project to be successful from the companys perspective. Objective 4 would therefore be a bonus if fulfilled but without it, it is still possible to deem the project as successful.

1.4 . Product Breakdown Structure of Deliverables

The PBS below shows a tree of the deliverable items (whether tangible or intangible) with approximate delivery dates where known (how long it takes from initial starting date of the project). 0. Running a sustainable food exhibition (257 days) Obj. 1. Profit, gross margins 20-25% (257 days) 1.1 Revenue 1.1.1- Exhibitors fees 1.1.2- Sale of visitor tickets 1.1.3- Sale of advertising space 1.1.4 - Sponsorship 1.2. Cost 1.2.1- Hiring venue 1.2.2- Fees for specialist speakers and demonstrators 1.2.3- Human resources 1.2.4- Others: e.g. PA; ticket print costs etc. 1.3. Strategy 1.3.1- Strategic management, planning of the show 1.3.2- Create awareness & generate interests from stakeholders in the show Obj. 2. Raise consumer/public interest in sustainable foods (257 days) 2.1. Exhibition visitors (from the general public) 2.1.1- Diversity of visitors: occupation, age group etc. (so to target at a wide range of audience) 2.1.2- Visitors interests in sustainable foods 2.1.3- Visitors interactions with exhibitors 2.2 Exhibitors 2.2.1- Diversity of exhibitors: variety of origins/foods 2.2.2- Exhibitors interactions with visitors 2.2.3- Good quality of knowledge in sustainable foods 2.3. Media 2.3.1- Medias interest in sustainable foods 2.3.2- Good feedbacks from the media on the show 2.3.3- Level of coverage on the show on media materials 2.4. Advertisement 2.4.1- Generate interests of the show in general public 2.4.2- Through different mediums & communication channels (e.g., brochures, posters, websites etc.)

Obj. 3. Enhance companys reputation in running exhibitions/shows (246 days) 3.1. Interests generated 3.1.1- Exhibitors continue to partner with company to run shows 3.1.2- More exhibitors express interests to run the show 3.1.3- Greater interests from the public and media in shows ran by company 3.2. Feedbacks on the show 3.2.1- Good feedbacks (or little complaints) during and after the show from stakeholders 3.3. Deliver a quality and reliable service on running shows 3.3.1 Ensure a wide range of quality foods from the exhibitors (via control and monitoring) 3.3.2 Ensure quality of demonstrators and speakers; quality PA and lighting system in place 3.3.3 Ensure smooth traffic and adequate security throughout 3.3.5 Constantly monitor human resources and staff before, during and after the show Obj. 4. Printed tickets, posters, brochures and any other marketing materials (154 days) 4.1 Quality of the printed materials 4.1.1 Design of printed materials, must look professional 4.1.2 Printed materials must have a consistent, clear message (e.g., theme of the show) 4.1.3 Printed materials must include logos of sponsors 4.1.4 Ensure that information (such as location, time of event etc.) is printed correctly Obj.5. Thank you letters to stakeholders concerned (257 days) 5.1 Quality of the Thank You Letters 5.1.1 Professional and communicate sincere wordings of thanks to all concerned stakeholders 5.1.2 Make sure they are sent to all concerned stakeholders

2. Managerial Process
This section of the PMP includes all vital and practical steps to cover in order to ensure success in running the show. Although it can be adjusted to needs according to the project teams given scenarios (i.e., this is a PMP with flexibility), it act as the main guidance to plan and execute the show.

2.1.

Work Breakdown Structure

The WBS below lists all of the tasks that are needed to be done for the project. 0 The exhibition Milestone: Exhibition day decided 1.0 Initial preparation 1.1 Develop project plan 1.2 Venue booking 1.2.1 Research for suitable venue 1.2.2 Negotiate quote 1.2.3 Venue booking confirmation and agree venue contract 1.3 Recruitment 1.3.1 Recruitment of European food exhibitors 1.3.1.1 Research potential exhibitors and establish exhibitor requirements 1.3.1.2 Contact exhibitors and promote show availability 1.3.1.3 Send confirmations and invitations 1.3.2 Recruit new extra European (exotic food) exhibitors 1.3.2.1 Research potential exhibitors and establish exhibitor requirement 1.3.2.2 Contact exhibitors and promote show availability 1.3.2.3 Send confirmations and invitations 1.3.3 Establish exhibitor requirements (for space and facilities) 1.3.4 Finalize exhibitors list and contract agreement 1.3.4.1 Finalise exhibitors list 1.3.4.2 Negotiate and agree contracts 1.3.5 Recruit speakers/demonstrators 1.3.5.1 Research potential speakers/demonstrators 1.3.5.2 Contact speakers /demonstrators 1.3.5.3 Send confirmations and invitations 1.3.6 Agree/finalise on speakers/demonstrators contract 1.3.6.1 Finalise speakers/demonstrators list 1.3.6.2 Establish speakers/demonstrators schedule and requirement 1.3.6.3 Agree on speakers/demonstrators contracts 1.3.7 Organise speakers/demonstrators, transport and accommodation 1.4 Plan layout of exhibition space 1.5 Develop show build plan 1.6 Marketing 1.6.1 Advertising 1.6.1.1 Design and sell advertising space 1.6.2 Sponsors 1.6.2.1 Shortlist relevant potential sponsorship

1.6.2.2 Contact and present ideas 1.6.2.3 Convince and negotiate sponsorship deals 1.6.2.4 Agree on sponsorship contracts 1.6.3 Develop and produce exhibition brochure 1.7 Ticketing 1.7.1 Update supreme website and online booking system 1.7.2 Organise ticket pricing and production 1.8 Budgeting 1.8.1 List expected revenues and costs 1.8.2 Assign budget 1.8.3 Decide contingency fund 1.9 Legal and Compliance 1.9.1 Inform authorities 1.9.1.1 Police 1.9.1.2 Hygiene 1.9.1.3 Fire brigade 1.9.1.4 First aid (ensure ambulance on site) 1.9.2 Seek for legal advices 1.10 Find security company 1.10.1 Appoint security 1.10.2 Agree hiring contract 1.10.3 Position set up 1.10.4 Decide on emergency procedure and training (if necessary) 1.11 Find cleaning company to restore venue 1.11.1 Set expectations for the cleaning company 1.11.2 Agree on hiring contract 1.12 Design questionnaire/survey for evaluation after exhibition Milestone: Initial preparations complete 2.0 Final preparations 2.1 Procure stands 2.2 Install stands in exhibition hall 2.3 Install decorative, facilities and advertising materials, lightings and PA systems in venue 2.4 Prepare refreshment, toilets and facilities for disabled persons 2.5 Rehearsals and emergency drill Milestone: Final Preparations and rehearsals complete Milestone: Show starts 3.0 Running the show 3.1 Open and operate the show 3.2 Event monitoring 3.3 Register trade visitors on arrival Milestone: Show ends 4.0 Show closure 4.1Decommision exhibitor stands and other hardware and materials 4.2 Restore venue to as-hired condition and return venue Milestone: Returning the venue 5.0 Evaluation 5.1Prepare post-event review 5.1.1 Evaluate survey forms from exhibition attendees 5.1.2 Develop database of visitor interest 5.1.3 Produce and present report (including financial) to senior management 5.2 Send thank you letters to exhibitors and demonstrators Milestone: Project review complete

2.2.

Responsibility Matrix

The matrix below identifies roles and responsibilities (within the internal structure i.e., those who are actually involved with planning and running the show). The keys show the different types of responsibilities.
Task # WBS/OBS Develop project plan Venue booking Recruitment Plan layout of exhibition space Marketing Ticketing Budgeting Legal and compliance Find security and cleaning company Design survey for evaluation Procure stands Install stands, decorative materials in exhibition hall Prepare refreshment, facilities etc. Rehearsals and emergency drill Open and operate show Event monitoring Register trade visitors on arrival Put down stands, hardware etc. Restore and return venue Prepare post-event review Send thank you letters Project Manager Procurement Manager Assistant Project Manager Marketing Team Admin Assistant Legal Advisor Foreman Fitter Cleaning Co. Security Co. IT Executive Steward

1 1.1
1.2 1.3 1.4 1.6 1.7 1.8 1.9 1.10, 1.11 1.12

R R, N R, N R, N, M R, N, M R, M R, N R, N R, N R, N R, N R, N, M R, N, M R, N, M R, M R, M R, N, M R, N, M R, N, M R, S R, S

S, M S, M S, M

N S

S S, N S, N S, N N M, N S S M, N M, N N, M N, M N, M S, N, M S, M S, M S, M N, M S, N, M S S

S, N S, N S S

S S S

S S S

2 2.1
2.2 2.4 2.5

S, M M S, M N N

S, N, M S, N S, N S, M S S S S S

3 3.1
3.2 3.3

4 4.1
4.2

M S, N, M

5 5.1 5.2

- Responsibility Matrix Table

Keys: R Responsible (Final decision maker/Approval); S Support (In execution of the task); N must be Notified; M - Monitor

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2.3.

Schedule

This gives an overview and a full schedule of all the tasks necessary to plan and run the show successfully, Risks involved with the schedule are also identified. 2.3.1 Milestones overview The exhibition date is set to be 7th Nov 2011, which is approximately 11 months from now. All relevant project tasks are stated clearly in the WBS section. Based on the WBS, milestones had been set as according to the progression of the project. The table below shows all the milestones and its expected completion date.
Milestone Exhibition date decided Initial preparations complete Final preparations and rehearsal complete Show starts Show ends Returning the venue Project review complete Date 3/12/2010 30/9/2011 4/11/2011 7/11/2011 12/11/2011 17/11/2011 25/11/2011
- Milestones Overview and Key Dates.

Time estimation and time contingency In order for all project tasks to be completed on time, the time estimation in this project used a PAP factor of 1.20. This will add more times to cover any unproductive working time, sudden changes or delay that will occur. This method is used in preferable to the PERT and other estimation techniques due to the nature of the project and the level of understanding the team had on the topic. Since the project team is new to the food exhibition market, it will lack the experiences and on the job knowledge, therefore it is difficult for the team to set a specific early and late starting and finishing date accurately, which requires exceptional experience and knowledge to set. As a result, a more universal time estimation technique should be used instead. 2.3.2 Schedule overview The network diagram on the next page shows the overview of schedule up to level 2 of the WBS. It includes key information, including critical paths, forward path and back ward path

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240 0 0 0

240

Show starts Exhibition day decided

240 4 4 4 220 20 240 0 240 246 4 250 250 0 250

Final preparation
220 0 216 0 20 240 240 6 246 246

Show closure
0 250

Returning the venue

250 0 250

Initial preparations
4 4 220 240 0 240

Running the show

240 0 246 246 11 257

257

257

Final preparation complete

240 0 240 246

Evaluation
0 257

Project review complete

257 0 257

216

216 246 0 246

Initial preparations complete

Show ends
220 4 220 246 0 246

NB: Final preparation can only begin once permission to use the venue is gained, as according to the contract agreement, this date is 10/10/112. Running the show must also start on the specific date of 7/11/11.
2

Assuming that all tasks are done in time to meet the 10/10/11 date however this can be adjusted according to different scenarios for project teams.

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2.3.3 Full Schedule

13

14

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2.3.4 Schedule Risk Analysis major risks with solutions For the accuracy and the timeliness of the project, the general risk of the project is listed below: Illness and injuries to project team members; Sudden changes, e.g., weather. Other major risk for each phase is identified and listed below. Initial preparations: No replies from new exhibitors during recruitment due to lack of connections in industries; Prolonged time lag in the recruitment reply from exhibitors, demonstrators and speakers; Failure to find suitable or available venue; Disagreement in contract negotiations; Difficulties in seeking for sponsorship deals; Prolonged time lag in brochure printing delivery; Technical difficulties arise in web page upgrading. Final preparations: Technical difficulties in procuring and installation of the stands, lighting and PA system; Failure to provide refreshment; Delay on the date for permission to use the venue, due to sudden issues i.e. from previous user, weather changes. Opening and running of the show: Failure in data input computer system. Decommission of the show: Fail to achieve desirable venue condition; Caused damages in the venue. Evaluation: Computer failure, losing customers data; Larger set of the data than extended, which require time extension to evaluate all data. Most of the risks involved in this project are externally related; this means that the project team is less liable to control the timing of such tasks. In order to keep track on schedule, extensive monitoring is required. This will include continuous correspondence tracking. Any problems or conflicts that may occur during a task should be stated clearly in the contract agreement. The next major risk is the technical issues, this is difficult to judge and assess, but the project manager or IT executive should be able to give good approximation on the level of difficulties/risks in a task provided with their experience and knowledge. Besides, all the tasks where technical issue may arise in this project are similar to what the project team used to do in the computer exhibition industry, therefore probability of technical error occurrences are low. However should technical issues arise the project manager should immediately seek for professional consultations from the organization or IT executive.

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Contingency for schedule risk As mentioned above, all tasks are applied to a PAP factor of 1.20. This will act as the contingency time to cover any unproductive working time and sudden changes or delay that will occur. Given the available time of the project, this would be enough, and should be able to avoid any unnecessary extra cost that may arise from project delay. Therefore no additional contingency time will be provided. 2.3.5 Schedule Risk Evaluation The tightest schedule occurs in the first phase, initial preparation. In addition most of the tasks in this phase are externally related, hence outcomes and timeliness of the tasks maybe out of the project teams control. Besides, this is the phase where most critical tasks lie, without completion of this phase nothing else can be progressed therefore great focus must be paid during this phase. Exceptional progress monitoring must be performed at this stage, this also involves progress monitoring of external source. However because the time between initial preparations phase and final preparations phase is quite long, so there will be sufficient time for the project to be delivered on time even if progress falls behind schedule slightly. In the final preparations, opening and running of the show and show closure, tasks are less intense and date of these three phases will be confirmed once the project starts, so the probability of the progress falling behind schedule on these three stages will be relatively low. The final phase, evaluation, is intensive, given the large set of data received from the questionnaires, but this is not to be a concern as it is always possible to involve more resources to speed up this process. Although such increase in resources will contribute to the cost but this will be minor. In summary, the risk for the progress to run behind schedule is low. The major risk listed above will act as a reference to the potential threads the project may face. However throughout the project many other unlisted sudden changes can occur, which project manager should be aware of and should provide a solution to as soon as possible to avoid any delay and increase in cost to the project.

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2.4.

Resource Plan

Below provides guidance for the project team to help ensure that manpower will be deployed effectively and efficiently throughout the project. 2.4.1 Staffing Plan - (within the internal structure - those who are actually involved with planning and running the show)
Staff Project Manager Assistant Project Manager Procurement Manager IT Executive Admin assistant Fitter Foreman Agency staff Cleaners Legal advisor Marketing team Security staff Number 1 1 Required skill levels High level of managerial skill; some knowledge about shows and exhibitions High level of managerial skill; some knowledge about shows and exhibitions High level of procure skill; medium level of managerial skill High level of IT skill High level of admin skill; medium level of managerial skill High level of fitting skill High level of motivation skill; medium level of admin skill High level of explicatory skill; high level of service skill Good work skill and good reputation High level of legal skill High level of marketing skill Good work skill and good reputation Duration for staff (days) 78 72.3 Effort levels needed at various times in the project preparation running closure evaluation high high medium medium low low medium medium Sources of Staff internal internal

1 1 6 5 1 30 A company 1 A team A company

53.1 8 21 10 4 6 1 1 57.5 6

high high medium high high low low medium high low

low low high low low high low low low high

low low low high low low high low low low

low low

internal

new employee new high employee new low employee new low employee new low employee hiring of low contractors hiring of low contractors new low employee hiring of low contractors - Staffing Plan Table

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2.4.2 Staff Training Plan

Staff Admin assistant Foreman Agency staff Marketing team Fitter Types of training employee orientation; external training; mentoring employee orientation; mentoring employee orientation; external training employee orientation; external training External training ; mentoring # of people to be trained 6 1 30 A team 5 Training methods Instructor-led training; Self-directed training Self-directed training; Just-in-time training Instructor-led training Instructor-led training; Just-in-time training Instructor-led training; Self-directed training - Staff Training Plan Table

N.B: If IT executive is a new employee then training for him/her needs to be included. 2.4.3 Resource Acquisition Process3 2.4.4 Resource Acquisition Plan
Resource Exhibition stands PA system Decorative material Venue Advertising material Nails and screws Stationery Lighting Refreshment Toilet Facilities Facilities for the Disabled When to Acquire in Project Final preparation Final preparation Final preparation Initial preparations Final preparation Final preparation Initial preparations Final preparation Final preparation Final preparation Final preparation Main Constraints Resource volume Cash flow Resource volume Cash flow, time, organisation policy Time, resource volume Resource volume Resource volume Staff availability Time, resource volume Staff availability Staff availability Main Possible Issue Technical Cost Technical Cost Technical Technical N/A Technical Schedule Schedule Schedule Methods to Address Issue Monitor contractor Negotiation for best quote Monitor contractor Negotiation and comparison for best quote Monitor contractor Monitor contractor N/A Monitor contractor Schedule smoothing and levelling Schedule smoothing and levelling Schedule smoothing and levelling - Resource Acquisition Plan

2.4.5 Resource and Service Quality Evaluation All resources acquired should be of high quality. Quality control will be needed at every stage of the resource acquisition process and any poor quality resource should be replaced. The quality of staff service should be evaluated by service questionnaires, set appropriate punishments for those who provide poor quality service and improve the service skill of staff during the staff-training. The quality of service from staff should be considered should there be extension of contracts in future projects.
3

Please see Appendix

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2.5.

Stakeholder Management Plan

This identifies the projects main stakeholders (including both internal and external), strategies to maintain communications and strategies to increase support and reduce any opposition.
Stakeholder
Project team

What are they Concerned with?

Anything related with the project.

Medium of Communication
Team meetings Phone calls E-mails

When to Commute
Throughout the show before, during and after. Before and after the show.

Desired Outcome
Successful in running the show with positive feedbacks.

Action to increase support

Recognise good performance; provide support where necessary, with needed resources in time, with advice when team consults. Provide appropriate information of the show, particularly the message brought to the public, expected interests of the show, benefits for sponsoring. Ensure that marketing team communicates well and appeal to the public about the show correct message is given.

Actions to reduce opposition

Listen to teams problems; delegate responsibilities; financial incentives/rewards; ensure team works under abided legal contracts. Continuation and persistence in negotiating for a sponsorship; provide more benefits/incentives to potential sponsor. Ensure that those who intend to come to the show would buy a ticket.

Responsible
Project manager

Sponsor

Why providing a sponsorship would benefit them. Feedbacks of the show. What the show is about and how they would benefit from it.

Consumer (end user)

Meetings/ presentation Letters E-mails Phone calls (All formal) Brochures Web pages Newspapers Magazines Local media e.g. radio Invitation letters Individual briefings Team meetings Phone calls E-mails Meetings Letters E-mails (All formal) Meetings Letters E-mails (All formal) Meetings E-mails

Sponsor satisfied with the show and happy to provide sponsorships to projects in the future. Generate interests on the show from the public. Positive feedbacks after the show. Generate interests in sustainable foods and a diversity of foods. Successful in running the show with positive feedbacks.

Marketing team

Before the show

Marketing team

Project support office

Anything that is related to operations of the show e.g., technical systems etc. Whether the project has followed all regulations set. Whether the project has met all the expectations set. Pros and cons that come with the project. Benefits that can be gained from running the show e.g., profit yield, reputation etc.

Throughout the show before, during and after. Throughout the show before, during and after. Throughout the show before, during and after. Throughout the show before, during and after.

Regulatory body

All regulations are followed by the project team. All expectations are met by the project team. Decision made in allowing to run the show (and also in the future)

Local government

Make them feel that they also hold responsibility to the success of the show and consult for advices when there are problems. Ensure that the project team knows clearly the regulations provided and make sure that they are followed throughout. Ensure that the project team knows clearly all expectations and are met throughout. Present brief as to why the project would be a success. Continuously report progress of the project.

Inform senior management of lack of support (should it lack); constantly provide them with progress of the show. N/A* *On the assumption that all regulations are followed by the project team. N/A** ** On the assumption that all expectations are met by the project team. Ensure that they understand the benefits they could gain from running the project and make improvements to where there may be flaws.

Project team

Project team

Project team

Senior management

Project manager and team

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Suppliers/ contractors

What benefits they get in helping the project team.

Phone calls E-mails Meetings Interviews Meetings E-mails

Before the show.

Suppliers/contractors provide reasonable deals to the project team. Gives positive feedbacks on the show and generate more interests from those concerned, particularly the public on sustainable foods and the food show. Work done smoothly throughout the show.

Increase financial incentives or other potential added benefits for the supplier/contractor.

Media

What stories they can tell their readers and target audience.

During and after the show.

Provide more information on the show. Actively engage in media activities.

Reduce opposition via reasonable negotiations that are mutually beneficial. If supplier/contractor continue to oppose then look for another. Provide media with stories to report that contain value of interest to the public; provide financial incentives.

Project team

Project team

Paid workers (part time)/ volunteers

Paid workers: the pay they receive; Volunteers: the job they do and what they learn from it Diversity of visitors, facilities at the venue, size and quality of stalls and whether they will gain marketing payoff during and after the show. Diversity of visitors, facilities at the venue, size and quality of stalls, how attentive the visitors are and whether they will gain marketing payoff during and after the show.

Phone calls E-mails Brief meetings

Before and during the show

Ensure that they know what their roles are in the project and provide support where necessary.

Exhibitors

Meetings E-mails Letters Phone-calls

Before and during the show

Provide quality foods and services to visitors. Meet expectations. Great interactions with visitors.

Ensure that they know the potential benefits through running the show e.g., to boost their reputation etc. Provide support to ensure they could participate in the show smoothly. Ensure that they know the potential benefits through running the show e.g., to boost their reputation etc. Provide support to ensure they could participate in the show smoothly.

Try to understand and provide support to problems. However do not contemplate for too long as it is possible to recruit others and not waste valuable time. Provide more incentives; increase media coverage of the show.

Project team

Project team

Demonstrators and speakers

Letters E-mails Phone calls Meetings (All formal)

Before and during the show

Provide quality demonstrations to entertain visitors. Great interactions with visitors.

Provide more incentives; increase media coverage of the show.

Project team

- Stakeholder Management Plan Table

*N.B: The stakeholder communications plan should be adjusted as necessary throughout the project life cycle.
Power/Interest (P/I) Matrix4 This clearly identifies all stakeholders concerned with the project along with their Power/Interest Score (i.e., P/I Score) and level of impacts.

Please see Appendix

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2.6.

Cost Breakdown Structure

Below shows a thorough breakdown of all appropriate costs for the project, it includes detailed costing information (how costs are derived from resource costs) and a discussion of the main cost drivers 2.6.1 Budgeting The project budget is the attribution of costs across the WBS in terms of tasks and by resource types. The budget is calculated by allocating the cost breakdown structure into different areas of spending labour cost, equipment cost, space cost, material cost, miscellaneous and a third party cost. The third party cost refers to the amount assigned for marketing (Project 2), which consists of cost responsible for setting the advertising rates and selling advertising space. The project budget is shown on the next page.

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Budget by Project Task

Task Task Description Labour Cost [3] Equipment Cost Space Cost Material s Cost Misc. Cost Third party Cost Task Total Cost
0 362,400 795,200 875 2,750 314,600 5,950 0 1,755 470 300 2,500 1,486,800 52,480 5,700 31,400 60 350 89,990 56,100 6,000 6,250 68,350 19,200 600 19,800 4,250 170 4,420 128,500 1,797,860

Task 1.1 Task 1.2 Task 1.3 Task 1.4 Task 1.5 Task 1.6 Task 1.7 Task 1.8 Task 1.9 Task 1.10 Task 1.11 Task 1.12 Subtotal Milestone 1 Task 2.1 Task 2.2 Task 2.3 Task 2.4 Task 2.5 Subtotal Milestone 2 Task 3.1 Task 3.2 Task 3.3 Subtotal Milestone 3 Task 4.1 Task 4.2 Subtotal Milestone 4 Task 5.1 Task 5.2 Subtotal Milestone 5 Project Manager Cost

Initial Preparation 0 2,400 Venue booking [1] 15,200 Recruitement[2] 875 Plan layout of exhibition space 2,750 Develop show build plan 14,600 Marketing [9] 4,700 Ticketing[7] 0 Budgeting [8] 855 Legal & Compliance 470 Find security company 300 Find cleaning company to restore venue 2,500 Design questionnaire/ survey for evaluation after exhibition 44,650 Final preparation 480 Procure stands[4] [10] 5,200 Install stands in exhibition hall 9,600 Install decorative[5], facilities and advertising materials, lighting, and PA 60 Prepare refreshment, toilets and facilities for disabled persons 350 Rehersal & emergency drill 15,690 Running the show 56,100 Open and operate show 6,000 Event monitoring 6,250 Register trade visitors on arrival 68,350 Show Closure 19,200 Decommission exhibitor stands and other hardware and materials 600 Restore venue to as hired condition and return venue 19,800 Evaluation 4,250 Prepare post-event review 70 Send thank you letters to exhibitors and demonstrators 4,320 Other Cost 128,500 Labour cost for project manager thoughtout the whole event Totals 23 281,310 Develop project plan

360,000 780,000

300,000 1,250 900

780,000 52,000 1,800

360,000

1,250

900

300,000

500 20,000

53,800

20,500

100 100

833,800

360,000

21,850

900

300,000

2.6.2 Main Cost Drivers Breaking down the project budget, an overall of 10 main cost drivers had been identified, as this is a preliminary assessment of cost spending and because of a lack of full information, several assumptions are made in the calculations to estimate the total cost of spending. Please refer to a list of assumptions made from below. The respective cost drivers are calculated as follow: 1. Cost of hiring the event venue Total Area * Number of days * Fees per stand (Assumption b)
Total Area Monday to Saturday 4000 No. of days 6 Fees per stand 15 sub-total: Total 360,000 360,000

2.

Fees for specialist speakers and demonstrators Number of equipment * Price (Assumption a)
No. of speakers and demonstrators Price per speaker 2000 sub-total: Total 780,000 780,000

Fees for specialist speakers and demonstrators

390

3.

Labour Cost Project manager salary = 247 days * 500 = 128,500 Other labour cost = 152,810. A separate list of labour cost breakdown is available5. Exhibition Stands Number of exhibitors * Fees per stand (Assumption a)
No. of exhibitors 130 Fees per stand 400 sub-total: Total 52,000 52,000

4.

Exhibition Stands

5.

PA system Number of days * Fees per equipment

No. of days 6 Fees 300 sub-total: Total 1,800 1,800

PA system

6.

Decorative materials Total area * Fees per square meter (Assumption b)

Total Area 4000 Fee per square 5 sub-total: Total 20,000 20,000

Decorative materials

For a detailed breakdown of the Labour Cost, please refer to the Appendix.

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7.

Ticket Printing Cost Number of tickets * Price per ticket (Assumption c)

Ticket Print Cost Monday to Friday Saturday Extra ticket No. of tickets 22,500 2,500 1,000 Price per ticket 0.05 0.05 0.05 sub-total: Total 1,125 125 50 1,250

8.

Hiring St. Johns ambulance Number of days * Cost per day

No. of days Hiring St John's ambulance 6 Cost per day 150 Total 900

9.

Budget for marketing Third party cost: includes cost of setting the advertising rate, selling advertising space and various trade advertising and promotion. 300,000 is reserved from the budget for the use of marketing throughout the event

10. Consumable items such as nails, screws, stationery, etc. Budget = 500 (Assumption f) Assumptions: a) A total of 130 exhibitors are taking part each day, and consists of 110 typical stands ; 20 large stands respectively b) The area of a small stand is 20 square meters, where a large stand is 90 square meters Total area of all small stands = 110*20 = 2,200 square meters Total area of all large stands = 20*90 =1,800 square meters Total area of all stands = 2,200+1,800 = 4,000 square meters c) 4,500 visitors are expected in a normal day ,and 2,500 visitors on Saturday Total no. of visitors from Monday to Saturday = 4,500*5+2,500 = 25,000 visitors d) The price per ticket is 30 per visitor in normal day and 20 per visitor on Saturday e) Hiring St Johns ambulance cost 150 per day f) Estimate 30 Nails per stand @ 0.01 per nails 50 screws per stand Stationery Other consumable items, i.e. refreshment

g) Sponsors are supporting the whole event.

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2.6.3 Cost Evaluation From the project budget, the show is estimated to an overall cost of 1,797,860. Profits are made from 4 areas of the events: Exhibitor's fees
No. of exhibitors Typical Stands Larger Stands 110 20 No. of days 6 6 Fees per stand 400 1800 sub-total: Total 264,000 210,600 474,600

Sale of visitor tickets

Monday to Friday Saturday No. of visitors 4500 2500 No. of days 5 1 Price per Ticket 30 20 sub-total: Total 675,000 50,000 725,000

Sale of advertising space from marketing It is assumed that profits from advertising and marketing are 600,000 Sponsorship
Sponsorship raise 350,000 400,000 450,000 500,000 600,000 Profit Gain 20% 22% 25% 28% 33%

Overall, by adding up the profits from the 4 areas, it suggested that the show would make a profit from seeking sponsorship, marketing and selling enough tickets. The above costing breakdown and evaluation showed that one of the major project desired objectives could be met making profit in the region 20%-25%.

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2.7.

Risk Management

To carry out risk management, a list of sources of risks that would bring disadvantages in achieving our target objectives is created. 2.7.1 Sources, Description of Risks As a preliminary assessment of the project, the following risks have been identified: 1. Financial Issue Impact Level: HIGH One foremost concern of the project is whether adequate amount of funding is available throughout the event. To ensure the project could reach the target objectives and run smoothly, it is critical to keep the budget and available finances recorded and managed accordingly. Time: On-going Underlying Risks: Withdrawal of finances from funding/ sponsors, possible over cost from delaying 2. Human Resources Impact Level: MEDIUM Human Resources are what kept the project running so it is essential to hire sufficient people and allocate work accordingly, allowing all human resources understand their roles and duties in the project. Time: On-going Underlying Risks: Absences or Strikes 3. Extreme weather Impact Level: HIGH Extreme weather such as heavy snow or rain would disrupt the project plan. It has to take special attention to the effects the weather has on the surroundings such as transportation. Time: On-going Underlying Risks: Schedule delay 4. Accident Impact Level: HIGH From the setting up to the running of the show, accidents could happen for instance due to improper use of electrical appliances such as PA system. Time: On-going Underlying Risks: Injuries 5. Invite speakers/ demonstrators Impact Level: MEDIUM Time: Days of the show Underlying Risks: Absence of speakers/ demonstrators

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6. Food quality control Impact Level: HIGH As the trade show proceeds, it is the utmost priority that the quality of food at the trade shall be kept hygienic and stored well, can ensure that meet our objective can be met enhance our companys reputation. Time: Days of the show Underlying Risks: Food poisoning 7. Online booking system Impact Level: MEDIUM A Supreme website and an online booking system are set up for visitors to buy their tickets through the Internet. Time: Preparation - days before the show Underlying Risks: Oversold of tickets or system broken down 8. Transportation to the exhibition site Impact Level: MEDIUM Exhibitors, speakers and demonstrators all use different transports to get to the venue. It is best to keep them informed of the nearby available transportations as well as available number of parking. Time: Days of the show Underlying Risk: Tube strike, full parking. 9. Facilities for disabled Impact Level: MEDIUM According to the UK Equity Act 2010, business to the public are legally required to make adjustments for physical features of their premises where they put disabled people at a substantial disadvantage compared to non-disabled people. Time: Days of the show Underlying Risk: Legal lawsuit 2.7.2 Risk Matrix As a qualitative assessment of Risk, the Risk-Impact (R-I) matrix model is constructed as a measure and an overall evaluation on the severity of potential risks underlying in the project. The P-I matrix is constructed from assessing the relative ranking and probability of the following: The probability/likelihood of the event happening The potential impact of the event happening In order to adopt a ranking measure for assessing risk, a 3-point scale is used as an evaluation the likelihood of the events take place: Low/ Medium/ High

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The interpretations of the above scales are illustrated in the following table:
Scale Probability Time (day) Low Medium High 10%-30% 30%-50% 50%-70% 1--2 3--4 4--6 delay Cost (increase) 5%-10% 10-15% 15-30% Impact on Project Performance Failure to meet more than one minor acceptance criterion Shortfall in meeting acceptance criteria Significant shortfall in meeting acceptance criteria - Probability and Impact Scale

For each risk, impact levels take account of the quality, cost and control contexts of the potential results. By assigning a scoring system to the scales of probability and impact, the P-I scores identifies the risks that should be analysed accordingly in the risk register.
Scale Low Medium High Probability score 1 3 5 Impact Score 2 4 8 - Probability and Impact Scores

From our identified sources of risks, the P-I scores are as follow:
Category 1 2 3 4 5 6 7 8 9 Financial Issue Human Resources Extreme Weather Accident Food Quality Control Absence of speakers/demonstrators Online payment system breaks down Transportation Facilities for disabled Probability Score 5 5 3 1 1 1 1 1 3 Impact Score 8 4 8 8 8 4 8 4 4 P-I Score 40 20 24 8 8 4 8 4 12 - P-S Scores Table

Risk Evaluation The P-I scored highlights the concentration of risks underlying in the projects. Events with highest scores indicate issues that are most vulnerable and should be dealt with imminent priority. Contingency plans are set up as a mitigation strategy for individual risk. 2.7.3 Risk Treatment, Contingency Plans The strategies and options selected will generally depend on the acceptability of the risk, cost/benefit of the options, and organisational resources and constraints (e.g. skills, capabilities, corporate policies, regulatory etc.). For each individual risks, the generic risk treatment strategies are: Accept (do nothing) Avoid/ Eliminate (change or abandon goal to eliminate risk) Reduce Probability ( mitigate likelihood of risk) Reduce Impact (develop contingency risk if risk occur)

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For each risk treatment, a mitigation strategy is designed to deal with the risks when the risks are raised. Risks that are with the highest scores should be dealt with priority because of its vulnerability. The following risks are listed in order from highest to lowest P-I scores: 1) Financial Issue (P-I score: 40) Risk Treatment: Avoid Contingency Plan: On the beneficial aspects for both the organisers and the sponsors, it would be wise to forecast final cost and sponsor details based on available data and agreed on a contract the sponsorship details of the project. Despite the agreement of sponsorships with companies, the performance of the projects should be measured periodically in each phase to ensure that it is going to master schedule. This can reduce work piling up and as a result reduce possible extra costs in spending. Furthermore, it is advantageous to forecast final cost based on performance regularly, this can estimate the total funds required to finish the project within the finite range of values and to keep the project going within the budget. 2) Extreme Weather (P-I score: 24) Risk Treatment: Accept Contingency Plan: Planning the project 11 months in advance, it is unpredictable that how the weather is going to be during the dates of the event. Even though extreme weather might lead to a possible closedown to the event, the status (whether it is ongoing or postponed) could be posted on the online Supreme site. If the show is going as schedule, special caution in rainy or snowy weather such as slipper signs and ponchos for demonstrators should be taken care of in the venue. 3) Human Resources (P-I score: 20) Risk Treatment: Avoid Contingency Plan: A contract agreement should be signed for by employees and list out their duties and hours to work for the show. In case of absence, prepare a back-up list of part-time that could replace their positions. 4) Lack of Facilities for Disabled (P-I score: 12) Risk Treatment: Avoid Contingency Plan: It would become a legal issue if disabled facilities are not provided in the show and this will damage our companys reputation. To avoid this, provide as much facilities as possible such as disabled toilets and signals. 5) Food Quality Control (P-I score: 8) Risk Treatment: Avoid Contingency Plan: One of the main objectives of this event is to enhance the companys reputation, it is therefore important to ensure the products from our show are safe and hygienic. Invite reputable speakers/demonstrators and provide reminders to exhibitors to store their products well. Acquire insurance for the show and in case of food poisoning.

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6) Online booking system (P-I score:8) Risk Treatment: Reduce probability Contingency Plan: Adopt a reliable online payment system such as PayPal to ensure secure transactions and monitor system regularly. Also, set a cap on the number of tickets available to avoid overselling of tickets. 7) Accident (P-I score: 8) Risk Treatment: Avoid Contingency Plan: To prevent accidents from preparation of the events, hire licensed electricians and experienced demonstrators. Run rehearsals and briefings for each personnel. In the days of the show, it is to ensure that paramedics and ambulance are present on site. 8) Absences of speakers/demonstrators (P-I score: 4) Risk Treatment: Avoid Contingency Plan: By sending out invitation and asking for RSVP from speakers/demonstrators. Prepare a back-up list of event if show is affected, delayed or cancelled. A contract should be signed by both parties before the show to agree and finalise on details such as accommodation and transportation to the event site. 9) Transportation (P-I score: 4) Risk Treatment: Reduce Impact Contingency Plan: Posting up schedule of transportation and keep it updated online on the Supreme website. Inform participants the number of parking available and recommend that they come by public transport. 2.7.4 Risk Register
Type of Risk Finance Human Resources Weather Food Quality Control Online booking system Speakers/ Exhibitors invitation Accident Disabled facilities Transportation Probability H/M/L H H M L L L M M L Impacts 40 20 24 8 8 4 8 12 4 Risk Treatment Strategy Avoid Avoid Accept Avoid Avoid Avoid Reduce probability Avoid Reduce Impact Risk Owner Project Manager Procurement Manager N/A Project Manager IT Executive Assistant PM Admin Assistant Admin Assistant Assistant PM Status

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3. Project Monitoring Strategy

This section of the PMP helps to keep every task on track and up to satisfaction. In cases of any change or delay from any particular activity or work package should all be recorded or evaluated in terms of its consequences. That is, for a given task, its Schedule, Cost or Quality may be reported in some way. These will be compared to the Baseline Plan, to consider whether to cope/not cope with certain changes. Activities and objectives should be monitored in 5 criteria: 1. Activities on the critical path To ensure major sections go on schedule, since any delay or changes will lead to an extend of time and therefore more spending 2. Cost drivers - activities which represent the largest items in the budget Budget should be reviewed on a time-to-time basis to ensure adequate liquidity is available throughout the project. 3. Activities prone to complexity Tasks such as setting up over a hundred stands and electrical appliances on site should be more attended, enough amount and skilled human resources has to be provided 4. Major risks - as identified in the risk register Risk register has to be reviewed on a time-to-time basis, if certain risks has taken the avoid strategies, ensure the risks are minimised and mitigated from the respective risk treatments 5. Product quality It is to be evaluated that all tasks are done to satisfaction. Ensure products such as event site, stands and toilets are clean and ready to be used by visitors. Methods of Monitoring 1. Written reports The purpose needs to be clearly report on activities and achievements which should be short and to the point. This kind of report will help the project team in future planning and would clearly inform the Government or a sponsor of what has taken place. 2. Project team meetings Confidence and trust are very important. Everyone should be involved in the meetings in some way or another to ensure works are understood and allocated. Accounts, Financial Report Update status accounting and reports on finance are required. Ensure that the whole team is working on valid information and documentation, thereby minimising the waste associated with working on out of date knowledge. Diaries Work diaries are needed to record information for daily or weekly plans at each stage of the project. All activities are kept on tracks and their progress.

3.

4.

32

Objectives of Monitoring 1. Improve and monitor the schedule and progress of planned activities. It can be acquired by levelling and smoothing. 2. Adjust budgets. Make sure all the activities have enough cash flow to be done. Otherwise, negotiations and comparisons will be needed to cut the cost. 3. Product Quality. Tasks could be evaluated periodically and adjustments could be made accordingly when the problems are raised, instead of leaving it till the end of the project. 4. Improve future planning and decision making. Amendments and certain adjustments can be made for the future activities. 5. Inform others such as senior management and marketing team of activities, to encourage cooperation and publicity. Inform sponsors of progress and on-going future plans.

6.

4. Post-Review: Evaluation and Decision-Making

Detailed evaluations for this project have been provided in previous sections. (For the evaluation of each scheduling, costing, resource and risk; please refer to the relevant sections). The evaluations provide an in-depth analysis for all the stated success criteria (at the beginning of the PMP) within the related topics. In addition, the arguments stated in each section can act as the main source of reference to the post-project review as they provide information on all potential benefits, costs and risks as well as how performance and success on the project should be measured. With the adequate amount of information this plan holds the senior management team can then use this plan as part of the Go/No Go decision.

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5. Appendix
2.4.3 Resource Acquisition Process plan resource
plan equipment

acquire resource
purchase equipment

maintain resource
maintain equipment

dispose of resource
dispose of equipment

plan infrastructure

acquire infrastructure

maintain infrastructure

dispose of assets

plan finance

acquire finance

maintain cashflow

dispose of securities

- Resource Acquisition Process

2.5.1 Power/Interest Matrix

Stakeholder
Project team Sponsor Consumer (end user) Project support office Regulatory body Local government Senior management Suppliers/contractors Media Paid workers (part time)/volunteers Exhibitors Demonstrators and speakers

P/I Score
20 18 12 13 13 14 15 9 8 5 14 14

Impact
Critical - essential to project completion. Significant importance - can affect revenue and costs Minor significance can affect performance of the show Significant importance may affect the performance of the team and project. Critical must pass all regulations in order to run the show. Critical must meet all expectations in order to run the show. Critical core decision maker for the entire project. Significant importance significant to quality of resources Significant importance important for creating awareness Little effect on the project may affect the set-up of stalls Critical must manage to invite exhibitors to the show. Critical must manage to invite demonstrators and speakers to the show.

- Power/Interest Matrix

- Power/Interest Table

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2.6.2 Main Cost Drivers- Detailed Breakdown for Labour Costs

WBS 1 1.1 1.2 1.2.1 1.2.2 1.2.3 1.3 1.3.1 1.3.1.1 1.3.1.2 1.3.1.3 1.3.2 1.3.2.1 1.3.2.2 1.3.2.3 1.3.3 1.3.4 1.3.4.1 1.3.4.2 1.3.5 1.3.5.1 1.3.5.2 1.3.5.3 1.3.6 1.3.6.1 1.3.6.2 1.3.6.3 1.3.7 1.4 1.5 1.6 1.6.1 1.6.1.1 1.6.2 Task Name The exhibition Initial Preparations Develop project plan Venue booking Research for suitable venue Negotiate quote Venue booking confirmation & agree venue contract Recruitment Recruit European food exhibitors Research potential exhibitors and establish exhibitors requirements Contact exhibitors and promote availability to exhibitors Send confirmations and invitations Recruit new extra European (exotic food) exhibitors Research potential exhibitors and establish exhibitors requirements Contact exhibitors and promote availability to exhibitors Send confirmations and invitations Establish exhibitors requirements (space & facilities) Finalise exhibitors list & contract agreement Finalise exhibitors list Negotiate and agree contracts Recruit speakers/ demonstrators Research potential speakers/demonstrators Contact speakers/demonstrators Send confirmations and invitations Agree / finalise speaker/ demonstrator contracts Finalise speakers/demonstrators list Establish speakers/demonstrators schedule and requirement Agree speakers/demonstrators contracts Organise speaker/ demonstrator transport and accommodation Plan layout of exhibition space Develop show build plan Duration 247 days 216 days 3 days 15 days 4 days 6 days Resource Names Cost 152,810.00 44,650.00 0.00 2,400.00 640.00 960.00 800.00 15,200.00 2,800.00 800.00 1,760.00 240.00 4,800.00 2,400.00 2,160.00 240.00 1,200.00 1,800.00 600.00 1,200.00 2,000.00 500.00 1,000.00 500.00 1,800.00 600.00 600.00 600.00 800.00 875.00 2,750.00 14,600.00 0.00 0.00 14,600.00 1,750.00 3,500.00 7,000.00 2,350.00 0.00

Project Manager Procurement Manager[40%] Procurement Manager[40%]

5 days Procurement Manager[40%] 120 days 35 days 10 days Procurement Manager[20%] 22 days Procurement Manager[20%] 3 days Procurement Manager[20%] 60 days 30 days Procurement Manager[20%] 27 days Procurement Manager[20%] 3 days Procurement Manager[20%] 10 days Procurement Manager[30%] 15 days 5 days Procurement Manager[30%] 10 days Procurement Manager[30%] 20 days 5 days Procurement Manager[25%] 10 days Procurement Manager[25%] 5 days Procurement Manager[25%] 15 days 5 days Procurement Manager[30%] 5 days Procurement Manager[30%] 5 days Procurement Manager[30%] 5 days Procurement Manager[40%] Assistant PM[50%],Project Manager Project Manager Assistant PM, 10 days Procurement Manager[50%] 213 days 80 days 80 days Marketing team[70%] 40 days 5 days 5 days Assistant PM, Project Manager 10 days Assistant PM, Project Manager 20 days Assistant PM, Project Manager Assistant PM, Procurement Manager[30%],Project Manager 5 days Marketing team[30%] 5 days

Marketing Advertising Design and sell advertising space Sponsors Shortlist relevant potential 1.6.2.1 sponsorship 1.6.2.2 Contact and present ideas Convince and negotiate sponsorship 1.6.2.3 deals 1.6.2.4 1.6.3 Agree sponsorship contracts Develop and produce exhibition

35

1.7 1.7.1 1.7.2 1.8 1.8.1 1.8.2 1.8.3 1.9 1.9.1 1.9.1.1 1.9.1.2 1.9.1.3 1.9.1.4 1.9.2 1.10 1.10.1 1.10.2 1.10.3 1.10.4 1.11 1.11.1 1.11.2 1.12 2 2.1 2.2 2.3 2.4 2.5 3 3.1 3.2 3.3 4 4.1 4.2 5 5.1 5.1.1 5.1.2 5.1.3 5.2

brochure Ticketing Update supreme website and on-line booking system Organise ticket pricing and production Budgeting List expected revenue and costs Assign budget Decide contingency fund Legal & Compliance Inform authorities Police Hygiene Fire brigade First Aid (ensure ambulance on site) Seek for legal advices Find security company Appoint security Agree hiring contract Position set-up

16 days 10 days IT Executive[80%] 15 days 5 days 1 day 2 days 2 days 3 days 3 days 3 days 3 days 3 days 3 days 1 day 17 days 2 days 3 days Assistant PM[40%] Project Manager Project Manager Project Manager

4,700.00 2,600.00 2,100.00 0.00 0.00 0.00 0.00 855.00 420.00 105.00 105.00 105.00 105.00 435.00 470.00 160.00 240.00 35.00 35.00 300.00 120.00 180.00 2,500.00 15,690.00 480.00 5,200.00 9,600.00 60.00 350.00 68,350.00 56,100.00 6,000.00 6,250.00 19,800.00 19,200.00 600.00 4,320.00 4,250.00 500.00 2,000.00 1,750.00 70.00

Assistant PM[10%] Assistant PM[10%] Assistant PM[10%] Assistant PM[10%] Assistant PM[10%],Legal Advisor

Decide emergency procedure and training (if necessary) Find cleaning company to restore venue Set expectations from the cleaning 2 days Procurement Manager[15%] company Agree hiring contract 3 days Procurement Manager[15%] Design questionnaire/survey for 5 days Admin assistant x2 evaluation after exhibition Final preparations 20 days Procure stands 12 days Procurement Manager[10%] Install stands in exhibition hall 4 days Foreman, Fitter x5 Install decorative, facilities and advertising 3 days Fitter x2 materials, lighting, and PA system in venue Prepare refreshment, toilets and facilities 1 day Procurement Manager[15%] for disabled persons Rehearsal & emergency drill 1 day Assistant PM, Project Manager Running the show 6 days Steward (agency staff)x30,Admin Open and operate show 6 days assistant x6,Assisstant PM, Project Manager Event monitoring 6 days Security company Register trade visitors on arrival 5 days Admin assistant x5 Show closure 4 days Decommission exhibitor stands and other 3 days Fitter x4 hardware and materials Restore venue to as-hired condition and 1 day Cleaning company return venue Evaluation 44 days Prepare post-event review 10 days Evaluate survey forms from exhibition 1 day Admin assistant x2 attendees Develop database of visitor interest 4 days Admin assistant x2 Produce and present report (including 5 days Assistant PM, Project Manager financial) to senior management Send than you letters to exhibitors and 1 day Assistant PM[20%] demonstrators

Procurement Manager[20%] Procurement Manager[20%] Assistant PM[10%],Project 2 days Manager Assistant PM[10%],Project 1 day Manager 5 days

36