Appendix B:

AAA Events Management Pty Ltd

(AAAEM)

Project Management Plan

Template

[Type text]
Document Control

Document Control
Document History and Version Control
Version Date issued Reason for issue / changes made Author

Reviewers
Name Position

Authorised by
Name Position Date Version

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Table of Contents

Table of Contents

1 Introduction 5

1.1 Document purpose 5

1.2 Scope of this document 5
1.3 Related documentation 5

2 Project Definition 6

2.1 Background 6
2.2 Objectives 6
2.3 Critical Success Factors 6
2.4 Scope 6
2.4.1 Scope Inclusions 6
2.4.2 Scope Exclusions 6

2.5 Assumptions 6
2.6 Constraints 6
2.7 Dependencies 6
2.7.1 Internal to Project 6
2.7.2 External to Project 6

2.8 Benefits & Measures 7

2.9 Approach 7

3 Project Schedule 8

3.1 High Level Project Schedule 8

3.2 Key Milestones 8
3.3 Key Deliverables/Products 8

4 Project Organisation 9

4.1 Project Organisation Structure 9

4.2 Project Resources 9
4.2.1 Project Team 9
4.2.2 Training Requirements 9
4.2.3 Facilities & Equipment 9

5 Project Governance 10

5.1 PROJECT ORGANISATION 10

5.2 PROJECT GOVERNANCE 10

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Table of Contents

5.2.1 aaaem CHANGE CONTROL bOARD 10

5.2.2 PROJECT MANAGER 11
5.2.3 PROJECT MANAGEMENT OFFICE 11

5.3 GOVERNANCE MANAGEMENT PROCESS 12

5.3.1 DECISION MAKING AUTHORITY 12
5.3.2 GOVERNANCE EVENT SCHEDULE 14

6 Procurement 15

6.1 PROCUREMENT MANAGEMENT 15

6.2 PROCUREMENT MANAGEMENT PROCESS 15
6.3 PROCUREMENT SCHEDULE 16

7 COST MANAGEMENT 17

7.1 REVENUE 17
7.2 CASH-FLOW 18
7.3 BUDGET 18
7.4 COST MANAGEMENT PROCESS 19

8 Stakeholder and Communication Management 20

9 Risk Management 23
9. PMP Risk Management Plan 23
9.1. Appropriate EEFs and OPAs 23
9.1.1. Internal EEFs 23
9.1.2. External EFFs 24
9.1.3. OPAs 24
9.2. Initial risks from Charter 24
9.3. Risk Identification Methodology 25
9.3.1. Assigned roles and responsibilities 25
9.3.2. Categories for risk 25
9.4. Reporting formats 26
9.5. Risk attitudes defined 26
10 Project Controls 27
11 Reference list 28

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1 Introduction
1.1 Document purpose
xxx

1.2 Scope of this document

Xxx

1.3 Related documentation

Xxx I think I have pulled together all of the documentation we have shared.  Sorry Craig I couldn’t find
your text section, just the schedule PDF.

My feedback on the template is that we should ditch and start fresh, it’s a real dog to use. The
appendices will require reordering.

Sections 1 & 2 were to be cut and pasted from our charters and then reworked.

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2 Project Definition
2.1 Background
Xxx

2.2 Objectives
Xxx

2.3 Critical Success Factors

Xxx

2.4 Scope
2.4.1 Scope Inclusions
Xxx
2.4.2 Scope Exclusions
Xxx

2.5 Assumptions
Xxx

2.6 Constraints
Xxx

2.7 Dependencies
2.7.1 Internal to Project
Xxx

2.7.2 External to Project

Xxx

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2.8 Benefits & Measures
Xxx

2.9 Approach
Xxx

7
3 Project Schedule
3.1 High Level Project Schedule
Xxx

3.2 Key Milestones

Xxx

3.3 Key Deliverables/Products

Xxx

8
4 Project Organisation
4.1 Project Organisation Structure
Xxx

4.2 Project Resources

4.2.1 Project Team
Xxx

4.2.2 Training Requirements

Xxx

4.2.3 Facilities & Equipment

Xxx

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5 Project Governance
5.1 PROJECT ORGANISATION
AAA Events Management Pty Ltd (AAAEM) is proposing to be the nominated company appointed and
funded by the Sponsors to manage and implement the MyTown Show Society Night Events as
defined in section 2.

The nature of this project requires the need for an organisational structure that focuses on eight
distinct areas and the individual and interacting dependencies being addressed and fulfilled as a
precursor to the delivery of an event management plan. Refer Appendix J – Organisational Charts.

The organisational breakdown is representative of a matrix structure, as the focus of operations,

resources and time is spread across multiple responsibilities with staff only spending a proportion of
their time committed to this project.

5.2 PROJECT GOVERNANCE

The MyTown Show Society Night Events is a complex programme with a tight timeframe involving
rural community events and the potential to enter the market in the capacity of providers of
additional entertainment events. The programmes governance must be clear where responsibility
and accountability rests and how decisions are to be made by project teams and individuals. The
governance structure is as per Appendix J. Solid lines denote clear hierarchical lines of authority
while dashed lines show advisory relationships and communication pathways.

5.2.1 aaaem CHANGE CONTROL bOARD

The AAAEM Change Control Board (CCB) comprises an AAAEM Vice President, the team Sponsor, the
Assistant Chief Financial Officer, a Marketing Manager and an Operations Officer from one of the
International Offices.

The AAAEM CCB will be the project bids ultimate governing body. It takes high level decisions and is
responsible for ensuring that AAAEM’s organisation, processes and resources are appropriate to
deliver the project. The board has its own guidelines which set out the arrangements for the conduct
of its business.

The AAAEM CCB sets out the delegated authority levels for the corporate governance structure for
the project committees and subcommittees. All committees have clear terms of reference to
establish their role, membership, frequency and administration.

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In addition, job descriptions set out the roles and responsibilities including the delegated authority
the individual possesses for the discharge of the functions for which they have responsibility.

5.2.2 PROJECT MANAGER

The Project Manager has overall responsibility for making the daily decisions relating to the project.
They are responsible for escalating decisions to the AAAEM CCB. The criteria for determining the
escalation of decision-making authority are discussed within section 4.3.

For those change requests not requiring AAAEM CCB approval, the timeframe for this process is a
five working day turnaround. Any request for change to this plan will need to be submitted to the
Project Manager via the Senior Team Manager, using a Formal Change Request Form.

The Project Manager will assess the request in regards to impact on time and/or cost and
communicate the decision back to the Project Team.

5.2.3 PROJECT MANAGEMENT OFFICE

The Project Management Office (PMO) are the keepers of the significant knowledge including the
interdependencies for shared resources between projects within AAAEM. They are familiar with the
AAAEM projects, constraints and opportunities. They will continue to assist the internal governance
operations of the project by providing the following:

 Coordinating communication across AAAEM projects

 Coordinating communication across the AAAEM MyTown Show Society Night Event Bid
Project

 Managing shared resources across AAAEM projects

 Managing shared resources across the AAAEM MyTown Show Society Night Event Bid Project

 Making recommendations, providing advice and leading knowledge transfer

 Monitoring compliance with the Project Management standards, policies, procedures and
templates

 Developing and managing sub-project policies, procedures, templates and other shared
documentation (organisational process assets)

 Providing expertise in the areas of IT, Finance, Vendors and Micro layout.

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5.3 GOVERNANCE MANAGEMENT PROCESS
The programme governance forums facilitate the delivery of AAAEM’s obligations. Delivery will
involve MyTown Show Society, their vendors, AAAEM’s contractors and AAAEM’s project teams, so
effective governance must address each interaction.

On approval of the initial project management plan a detailed plan will be created and become the
responsibility of the project manager to implement. This will include:

 Decisions must be informed by the right scope at the right level

 Decisions can only be made by individuals with the appropriate delegated authority

 An escalation path for issues that are beyond the project manager’s authority will involve the
AAAEM CCB and will include exceptions or changes that have an impact on the project
success and exceed agreed upon thresholds.

 The overarching financial management of the project will be the responsibility of the Finance
Manager who will be responsible for liaising between the MyTown Show Society and the
project team.

 Forums/committees must have a clear hierarchy:

o Each must have a clear purpose and objectives

o Membership will be established against these – each individual should know why
they are there

o Escalations of issues for decisions will be through a clearly defined path

o Gaps for overlap of scope are to be avoided

o Business will be structured, efficient, recordable and traceable

o Reporting will be simple, accurate and timely

o Terms of reference will be clear, concise and transparent

5.3.1 DECISION MAKING AUTHORITY

There are several types of changes that may impact the project and require direction from the
Project Manager and AAAEM CCB. These include:

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 Scheduling (time)

Changes that will impact the approved project schedule

Budget (cost)

Changes that will impact the approved project budget

Scope

Changes that may be the result of unforeseen requirements that were not
initially planned and may impact the project scope

A committee structure will be used to facilitate oversight of the project activity across all levels.
A proposed committee structure is provided below:

Table XX: Proposed Committee Structure

Group Attendees Frequency Reports

Project teams  Project Fortnightly Project manager will
Manager create a weekly
status report with a
 Members of
summary from all
each project
teams to discuss at
team
project oversight
meeting
Project oversight  Project Fortnightly Project manager will
group manager compile exception
and change request
 Team leader
report. Status report
from each
with identified issues
project group
awaiting decision
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 compiled for
Governance Board
and project teams.
Governance Board  AAAEM Vice Monthly or adhoc if Exception and change
President decisions required reports reviewed and
sooner decisions made by
 Team Sponsor
this group. A report
 Assistant outlining these
Chief Financial decisions created to
Officer send back to other
 Marketing committees.
Manager
 Operations
Team
Manager
(International
Office)

5.3.2 GOVERNANCE EVENT SCHEDULE

The schedule of governance events relevant to this project have been documented in Appendix C.

xx

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6 Procurement
6.1 PROCUREMENT MANAGEMENT

Procurement is the process encompassing the procurement of works, supplies and services from the
marketplace. The process will manage variations, settlements and remedy breaches. Procurement
activities will endeavour to adhere to the following protocols:

 Best Affordable Value: acquiring product that are of value and standard at best value
approach for providing and delivering AAAEM’s project objectives. These opportunities need
to be sought regarding scalability and efficiency vs value as well.
 Effective Supplier Relations: AAAEM has a large long standing network of supplier relations.
This needs to be taken into account when tendering and that this sometimes give
opportunity for better rates.
 Standardised Approach: The systems needs to be consistence and fair to all suppliers
engaged in the tender and especially when procuring goods of a similar nature.
 Governance and Control: The Commonwealth Procurement Rules is the Australian legislation
that gives legal requirements and needs to be adhered to.

6.2 PROCUREMENT MANAGEMENT PROCESS

The procurement team will use two processes to submit tenders in accordance with (Commonwealth
Procurement Rules, 2019).

 Open Tender: An open-ended approach that utilises the larger market by advertising and
inviting submissions. This can encompass multi-stage procurements providing the initial
stage is of the same approach.
 Limited Tender: Limited tender involves an entity approaching one or more supplies
directly to make submissions. This is used when the process does not meet the
requirements for open tender. When conducting a limited tender the relevant exemption or
limited tender condition must be reported to AusTender.

The items to be procured and their tender process is below.

TENDER
Temporary upgrade of 250 seats Open
Add 550 seats (make 800) Open
Add 300 seats (make 1100) Open
Security Barriers Open
Stage Limited
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 Toilets Open
Light and sound Open
Fireworks display Open
Fireworks larger crowd Open
Present for band competition Limited
Internal ticketing system No Tender
Work force Open

6.3 PROCUREMENT SCHEDULE

A tender estimation will be already completed by this PMP being completed. Once approved the
tenders will go out immediately on the 4 th of September 2018 till the 25th of September 2018. There
will be a months period for negotiation where the 25 th of October letters of approval will be awarded.
Conditions of tender will be a 10% deposit is paid 30 days before the show scheduled for the 26 th and
27th of July 2019, and the terms of trade will be remaining arrears 45 days after the show.

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7 COST MANAGEMENT
Cost management is the overall process of estimation, budgeting, planning, managing and controlling
the costs of the project to ensure the project exists within approved financing parameters.

7.1 REVENUE
AAAEM’s revenue is going to be generated by two means. The first is the cost of the show plus 10%
which represents a safe low-risk but low return revenue stream. The second one is through the sales
and marketing of event tickets. AAAEM receives 10% of each ticket sold. This income stream is high
risk but is mitigated by the first revenue stream. AAAEM has significant strength in marketing analysis
and forecasting. This will be monitored monthly and adjustments made to reach targets. The cost
duration will be 14months where the last two months have no cost to the client as they are internal
reporting, analysis and lessons learned. A schedule of the potential profit and loss for all parties has
been detailed below. This takes into account three levels of audience attendance levels and makes
the assumption that all aspects of AAAEM’s budget will be approved. Previous events have told us
that 3 weeks before the event is generally 60% of the total number to attend.

PROFIT OR LOSS

Estimated Case: Low Mid High

Total Attendance for 2 nights 1000 1600 2150
Maximum available seat per night 800 1100 1100
       
Revenue      
Avg ticket price $125.00 $125.00 $125.00
Total revenue $125,000.00 $200,000.00 $268,750.00
       
Expenses      
Total expenses $117,116.70 $124,116.70 $131,116.70
       
Profit / (Loss)      
Operational profit $7,883.30 $75,883.30 $137,633.30
       
Entertainer's expense 30% $2,364.99 $22,764.99 $41,289.99
AAAEM Commission 10% $788.33 $7,588.33 $13,763.33
       
Profit for Show Society $4,729.98 $45,529.98 $82,579.98

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7.2 CASH-FLOW

The nature of the event means that the bulk of the money coming from ticket sales is going to
happen closer to the event and not before marketing has started. Previous experience tells us that 3
weeks before the event 60% of the attendees will have paid upfront at a reduced rate, the following
40% will be received up to when the event is over. The delay in receiving cash flow has prompted us
to use a lot contractors on 30 days terms of trade that will receive payment after the event and
tickets are finalised. The cash flow chart presented as Annexure ??, shows a maximum debt exposure
of $18,774.80 in February 2019. This risk needs to be mitigated and monitored to ensure the cash
position stays strong during the whole project.

7.3 BUDGET
The table below is a monthly schedule of the costs associated with the event. If this is approved it
will become the budget baseline in which cost management will be used against.

CASH FLOW

DATE EXPENSE AMOUNT ACCUMLATED EXPENSES

Sep-18 $5,929.00 $5,929.00

Oct-18 $3,553.00 $9,482.00
Nov-18 $2,607.00 $12,089.00
Dec-18 $2,228.60 $14,317.60
Jan-19 $2,228.60 $16,546.20
Feb-19 $2,228.60 $18,774.80
Mar-19 $2,228.60 $21,003.40
Apr-19 $2,228.60 $23,232.00
May-19 $3,174.60 $26,406.60
Jun-19 $11,001.10 $37,407.70
Jul-19 $6,994.90 $44,402.60
Aug-19 $86,714.10 $131,116.70
Sep-19 $0.00 $131,116.70
Oct-19 $0.00 $131,116.70
TOTAL $131,116.70  

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7.4 COST MANAGEMENT PROCESS

Once the baseline for the project has been approved it will be used as part of the three metrics we
will use to monitor budget:

 Planned Value (PV): Authorised budget assigned to schedule work (baseline).

 Earned Value (EV): Work performed in terms of budget authorised for that work.
 Actual Cost (AC): Actual cost incurred for the work performed.

These three metrics will be calculated to give the following indicators:

 Schedule Performance Index (SPI): Measured from values 0-1. Progress made against
planned rate eg. Value of 0.8 is 80 cents worth of work for every planned $1. (EV/PV)
 Cost Performance Index (CPI): Measured from values 0-1. Worth of work from every $1
spent eg. Value of 0.8 is 80 cents worth of work for every planned $1. (EV/AC)
 Schedule Variance (SV): Negative is behind schedule, positive mean ahead (EV-PV)
 Cost Variance (CV): Negative means over budget, positive under budget (EV-AC)

All metrics will be calculated weekly by the finance SME but reported monthly to the PM unless a
variance of +/-20% is produced and will be reported immediately for corrective measures.

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8 Stakeholder and Communication
Management
Stakeholder and Communications Management Sections of PMP

Stakeholder and Communication Management 14

This section will outline the Stakeholder and Communications management for the Mytown
event, project managed by AAAEM as commissioned by the MSS Board.
The Project Manager will ultimately be responsible for ensuring; the engagement of all
stakeholders throughout the life of the project, the Stakeholder Management and
Communications Schedule Plans are performed effectively, the feedback is heard and
appropriately incorporated and the plans set out in this PMP are maintained on a regular basis.
In addition to these plans, a Project Contact List will be created and circulated to the Project
Team.
Nuxeo has been identified as the Project Team’s preferred collaboration and information
storage system. Nuxeo can store all types of files, including pictures and videos, which may
be helpful for distribution of the advertising and media campaign files; as well as the inbuilt
tasks, workflows and notifications systems. Critical stakeholder and communications
documents, such as the Change Authorisation forms, meeting minutes, registers and other
organisational processes will also be stored in this location. It is therefore expected that all
Project Team members will access this tool frequently. Access to the documents contained
within Nuxeo will be given to project members based on the security requirements for each
item and the confidentiality of the items will be highlighted with guidelines on distribution
consistently communicated. Additional security measures will be taken where necessary to
protect proprietary information.

8.1. Stakeholder Identification and Assessment 14

The process of identification of stakeholders, their influence and impact, as well as analysis of
stakeholder expectations, has produced the strategies as outlined in the Stakeholder
Management and Communications Schedule Plans.

In order to create these plans, the following steps were undertaken and or proposed:
1) Identify Stakeholders: brainstorming sessions with key project staff (such as the Project
Manager and SMEs) were held prior to the commencement of the project. Stakeholders
were organised within typologies in the plan, including but not limited to those listed in
sections 8.1.1 and 8.1.2.
2) Plan Stakeholder Management: a key questionnaire was issued to stakeholders, or key
representatives of the stakeholder group, in order to initiate progressive dialogue in
regards to the impact, influence and expectations each have with the project. The
document was designed to obtain the current feelings, thoughts and concerns, and the
resulting data input into the plan.
3) Manage Stakeholder Engagement: Strategies chosen to ensure effective engagement
with stakeholders include: Stakeholder Questionnaire, Analysis of stakeholders via
Interest and Influence numbering systems (see Appendix _____), Communications
Schedule Plan (refer section 8.2 and Appendix _____), and the Stakeholder Management
Plan (refer section 8.2 and Appendix _____).

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4) Control Stakeholder Engagement: Further to the engagement strategies, it is critical
that the progression and usefulness of these strategies is monitored and controlled.
Chosen methods to assist in this endeavour are a Feedback Review at each Phase Gate,
and regular stakeholder community meetings.

8.1.1. Internal 14
Internal stakeholder refers to the entities within this project. Key internal stakeholders
include:
- Client (MSS Board)
- Project Sponsor
- Project Manager
- SMEs
Further detail and analysis of internal stakeholders is located in Appendix ____ as part of the
Stakeholder Management Plan.

8.1.2. External 14
External stakeholder refers to the entities outside of the project, but still have an interest in or
influence on the project, such as:
- End Users (event and festival attendees)
- Entertainer and Band
- Local Councils
- Surrounding Neighbourhoods
- Key Suppliers
Further detail and analysis of external stakeholder is located in Appendix ____ as part of the
Stakeholder Management Plan.

8.2. Stakeholder Engagement and Communications Plan 15

A critical asset to any project is the presentation of relevant information in a timely manner,
which efficiently and effectively engages stakeholders. The purpose of the Stakeholder
Management Plan is to describe how engagement with stakeholders will be planned,
implemented, monitored and controlled; to ensure all parties are engaged throughout the life
cycle of the project. Furthermore, this plan will ensure proper stakeholder management via
gaining support for the project and anticipating risk, resistance or conflicts.

Appendix _____ frames the processes and controls required for effective stakeholder
engagement throughout the life of this project by AAAEM. This plan shall; be continually
reviewed, be updated as changes dictate or at the start of each project phase, and become an
energetic plan that unites the stakeholders. Engagement will be facilitated predominately
through formal face-to-face meetings, with meeting minutes taken by the PM and circulated
as per the Communications Schedule Plan, framed in Appendix ____. Informal engagement
shall take place via email communications. Newspaper notifications, local government
website notifications and other forms of mass media will be utilised to provide information to
the larger stakeholder groups, such as surrounding neighbourhoods.

As the project progresses, in is inevitable change will occur. It is therefore essential to

continue communicating and monitoring stakeholders past the initial engagement. This will
occur through the use of several strategies such as the Communications Schedule Plan.

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The purpose of the Communications Schedule Plan (Appendix _____) is to identify and set
out clear lines of communications between all facets of the project, ultimately to ensure the
success of the project and satisfaction of all stakeholders.
Changes to the baseline requirements and key criteria, other than regular informational
updates, of these plans can occur through review and upon the authority of the Project
Sponsor, as per the Change Management Process (DO WE HAVE THIS??). This can be
initiated either from within or external to the Project Team.
The Communications Schedule Plan will ensure stakeholders are provided the necessary
information at the appropriate times, in a manner that is able to be recorded; and will act as a
feedback mechanism from the stakeholders and client to the Project Team, with regular and
relevant information. The need for methods of communications that are regular, clear and
useful is particularly apparent when considering the context of the role of this new event
within the existing Mytown festival.

The nature of this project, being run as a separate entity within an existing festival, has
necessitated the use of a Communications Schedule Plan that is tailored to the unique
structure and environment within which it is to be delivered. Specifically, multiple, largely
existing teams are required to deliver multiple facets of the festival on the whole, and this new
project must integrate and communicate with them effectively. The integration of the new
event is likely to cause some disruption to the existing structure, although with the aim to
minimise this as much as possible (SEE RISK SECTION), and therefore change or update
existing methods of communications. Furthermore, the identification of large stakeholder
groupings (e.g. general public, thousands of festival attendees, surrounding neighbourhoods)
has illuminated the need for vast publications of progressive updates. As aforementioned,
face-to-face contact with stakeholders is preferred and will be used frequently, though
electronic forms of communications will be utilised as well as standard notices for these large
groups, Electronic record keeping, including meeting minutes and change control records, and
frequent Project Team checkpoints shall be enforced to decrease the likelihood of
miscommunication, whilst increase the streamlining, accessibility and clarity of information.
Appendix _____ contains the Communications Schedule Plan, identifying the method of
communication, the schedule or intervals at which communications will be performed,
method of delivery, owner and distribution, for both internal and external stakeholders. The
document will be reviewed regularly and updated accordingly, in response to the specific
needs and progression of the project

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9 Risk Management

9. PMP Risk Management Plan

This section will layout the Risk Management Plan for the Mytown event managed by AAAEM which
has been requested by the MSS Board. The purpose of the Risk Management Plan is to increase the
likelihood of positive outcomes whilst minimising any negative results.

The Risk Management plan will outline all Project risks and map a clear pathway for controlling,
minimising or eliminating each risk. The Project Manager will be responsible for implementing and
updating the Risk Management Plan throughout the life of the Project.

Six processes will be conducted as part of the Risk Management Plan:

a. Plan Risk management

b. Identify Risks
c. Perform a Quantitative Risk Analysis
d. Perform a Qualitative Risk Analysis
e. Plan Risk Responses
f. Control Risks

9.1. Appropriate EEFs and OPAs

The following Enterprise Environmental Factors (EEFs) and Organisational Process Assets (OPAs) have
been identified as applying to the Mytown Event. These EEFs arose from the initial and updated
Project Charter along with the Lessons Learnt register conducted after the site visit.

9.1.1. Internal EEFs

 Organizational culture, structure, and governance
a. The AAAEM National Manager has established a special Governance Board
b. Includes the structure of the MSS Board along with the existing hands off
management strategy of the MSS Board once the Mytown Show is running.
 Geographic distribution of facilities and resources
a. The Mytown Showgrounds are located in the Sunshine Coast hinterland and as such
require 2 hours to deliver goods from the Brisbane city area.
 Infrastructure
a. The Mytown Showgrounds have existing infrastructure
b. Additional Event infrastructure will be required to run the two night event which
directly relates to seating and performance stage
 Information technology software
a. AAAEM’s ticketing solution
 Resource Availability
a. AAAEM’s own project team have a number of conflicting demands on their time
b. Event resources such as additional seating have significant lead times in ordering and
availability
 Employee capability
23
 a. AAAEM’s own project team has expertise in running large scale events
b. The MSS Board have a number of identified gaps in event management

9.1.2. External EFFs

 Marketplace conditions
a. AAAEM is operating in a competitive events management market place
b. It can be expected other event management firms are presenting bids to the MSS
Board
 Social and cultural influences and issues
a. As laid out in the lessons learnt a social and cultural expectation of past visitors to
the Mytown Show exists of honesty in ticket purchases.
 Legal restrictions
a. AAAEM is responsible for all required event licences and permits
b. AAAEMS addresses all industry standards for large events (refer to OPAs)
 Financial considerations
a. Margins are known to be tight in event management
b. Reference Financial section
 Physical environmental elements
a. The Mytown Event is an outdoor event and therefore requires consideration of
weather
b. The Mytown Event is being held in conjunction with the Mytown Show.

9.1.3. OPAs
1. Processes, policies and procedures
a. AAAEM has a full set of documented Processes, policies and procedures
2. Organisational knowledge base
a. AAAEM maintains a lessons learnt register which contains site visit information

9.2. Initial risks from Charter

The initial risks identified in the Project Charter relate to specific factors surrounding running an
event in conjunction the Mytown Show. Standard event management risks have been incorporated
with EEFs and OPAs which relate to the MSS Board and Mytown Show. The initial risks have been
incorporated into the Project Risk Register (see Appendix XXXXX)

The two highest identified risks are:

 #36 Tight income margins.

 #37 AAAEM’s and MSS’s relationship has just started.

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9.3. Risk Identification Methodology
A number of analytical tools and techniques are incorporated into AAAEM’s risk management
strategy. The outputs produced include:
 Risk Management Plan
 Risk Impact and Probability Assessment (see Appendix XXXXX)
 Project Risk Register (see Appendix XXXXX)

The Risk Impact and Probability Assessment created a matrix which was incorporated into Risk
Management Plan, with residual risk and impact projected after agreed controls and contingency
actions were applied. The Project Risk Register will be the primary reporting too through which risks
will be tracked and audited.

Qualitative risk assessment is to be conducted through the Stakeholder and Communication Plan.

9.3.1. Assigned roles and responsibilities

Within the Risk Register, specific roles have been assigned to manage each identified risk. This risk
management approach keys into assigned roles within the PMP for areas such as governance,
stakeholder management, along with control and oversight. The risk owner will be assigned the
primary tasks and responsibility for mitigating and controlling each identified risk. The risk owner will
have the following responsibilities as outlined in the Risk Register

 Assess the risk and create a mitigation plan

 Apply Controls and contingencies the risk as laid out in the Risk Register
 Update risk status at project management meetings as required
 Recommend risk closure to the Steering Committee
 Budgets for resources and contingency amounts and management reserves
 Timing for performing risk management processes

9.3.2. Categories for risk

Through the use of a risk matrix four categories of risk have been identified:

 Exposure – Very high

 Exposure – High
 Exposure – Moderate
 Exposure – Low

The Probability and Impact matrix is laid out in the following table. The Risk Impact and Probability
Assessment (see Appendix A) defines the level of each risk identified in the Risk Register (see
Appendix B).

25
The Risk Impact and Probability Assessment has identified no initial ‘Exposure – Very High’ risks and
only two ‘Exposure – High’ risks. Risk responses of Transfer, Tolerate, Treat and Terminate are laid
out in the Risk Register. Residual risks probability along with impact was assessed utilising the same
assessment tool. In a number of cases risks were reduced however many stayed at the same level,
this is laid out in the Risk Register.

9.4. Reporting formats

Risk reports will be submitted by the Project Manager to the Steering Committee once per month as
well as at each milestone and phase gate. If at any stage an existing risk raises to or a new risk is
identified that is High or Very High the Project Manager will inform the Steering Committee by flying
minute.

9.5. Risk attitudes defined

Due to the non-profit nature of the Mytown Show the MSS Board has a low risk appetite. The
running of this event represents substantial risk to the MSS Board.

AAAEM has a 10% tolerance to project cost and time. The threshold at which this risk becomes
unacceptable is 20% to project cost and time.

9.1

26
10 Project Controls
Xxx

27
11 Appendix
11.1\

28
29
 Ref Type Description Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19 Jul-19 Aug-19 Sep-19 Oct-19 Total

PLANNING PHASE
Create marketing plan $650.00 $650.00
Monitor marketing performance and adjust $688.00 $688.00 $688.00 $688.00 $688.00 $688.00 $688.00 $688.00 $688.00 $688.00 $344.00 $7,224.00
Consult with B2B partners about packages $860.00 $860.00
Monitor B2B performance $688.00 $688.00 $688.00 $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $167.00 $4,639.00
Conduct ticket pricing audit $860.00 $860.00 $1,720.00
Monitor ticket sales $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $344.00 $3,784.00
Revise Risk Plan $860.00 $860.00
Project Management $1,300.00 $650.00 $650.00 $650.00 $650.00 $650.00 $650.00 $650.00 $650.00 $650.00 $650.00 $1,300.00 $9,100.00
TENDER
Temporary upgrade of 250 seats $300.00 $2,700.00 $3,000.00
Add 550 seats (make 800) $1,600.00 $14,400.00 $16,000.00
Add 300 seats (make 1100) $700.00 $6,300.00 $7,000.00
Security Barriers $400.00 $3,600.00 $4,000.00
Stage $75.00 $675.00 $750.00
Toilets $200.00 $1,800.00 $2,000.00
Light and sound $450.00 $4,050.00 $4,500.00
Fireworks display $1,800.00 $16,200.00 $18,000.00
Fireworks larger crowd $700.00 $6,300.00 $7,000.00
Present for band competition $1,500.00 $1,500.00
Internal ticketing system $250.00 $2,250.00 $2,500.00
SETUP SHOW
Project Manager $695.00 $695.00
Project Coordinators x 2 $688.00 $688.00
Supervisors x 2 $1,040.00 $1,040.00
Workers (Low skilled) x 5 $1,380.00 $1,380.00
Workers (Skilled) x 3 $1,041.00 $1,041.00
Professional Planners x 2 $1,042.00 $1,042.00
SHOW DAY OPERATIONS
Project Manager $1,390.00 $1,390.00
Workers (low skilled) x 15 $7,452.00 $7,452.00
Supervisors x 2 $1,040.00 $1,040.00
Project Coordinator x 4 $1,386.00 $1,386.00
Workers skilled x 4 $2,800.00 $2,800.00
SHOW REMOVAL
Project Manager $695.00 $695.00
Workers (Low skilled) x 5 $1,380.00 $1,380.00
Workers skilled x 3 $1,041.00 $1,041.00
Supervisors x 2 $1,040.00 $1,040.00
CLOSURE
Lessons Learned $0.00 $0.00
Update AAAEM $0.00 $0.00
Close accounts $0.00 $0.00
AAAEM final Report $0.00 $0.00
Close phase completion $0.00 $0.00
TOTALS $5,390.00 $3,230.00 $2,370.00 $2,026.00 $2,026.00 $2,026.00 $2,026.00 $2,026.00 $2,886.00 $10,001.00 $25,615.00 $59,575.00 $0.00 $0.00 $119,197.00
COST PLUS 10% $539.00 $323.00 $237.00 $202.60 $202.60 $202.60 $202.60 $202.60 $288.60 $1,000.10 $2,561.50 $5,957.50 $0.00 $0.00 $11,919.70

11.2 COSTS GRAND TOTAL $5,929.00 $3,553.00 $2,607.00 $2,228.60 $2,228.60 $2,228.60 $2,228.60 $2,228.60 $3,174.60 $11,001.10 $28,176.50 $65,532.50 $0.00 $0.00 $131,116.70

30
 PROFIT OR LOSS
Estimated Case: Low Mid High
Total Attendence for 2 nights 1000 1600 2150
Maximum available seat per night 800 1100 1100

Revenue
Avg ticket price $125.00 $125.00 $125.00
Total revenue $125,000.00 $200,000.00 $268,750.00

Expenses
Total expenses $117,116.70 $124,116.70 $131,116.70

Profit / (Loss)
Operational profit $7,883.30 $75,883.30 $137,633.30

Entertainer's expense 30% $2,364.99 $22,764.99 $41,289.99

AAAEM Commission 10% $788.33 $7,588.33 $13,763.33

Profit for Show Society $4,729.98 $45,529.98 $82,579.98

31
 DRAW-DOWN SCHEDULE

DATE AMOUNT
Sep-18 $5,929.00
Oct-18 $3,553.00
Nov-18 $2,607.00
Dec-18 $2,228.60
Jan-19 $2,228.60
Feb-19 $2,228.60
Mar-19 $2,228.60
Apr-19 $2,228.60
May-19 $3,174.60
Jun-19 $11,001.10
Jul-19 $28,176.50
Aug-19 $65,532.50
Sep-19 $0.00
Oct-19 $0.00
TOTAL $131,116.70

32
 CASH FLOW

ESTIMATED ATTENDENCE TICKET REVENUE ACCOUNT BALANCE

DATE EXPENSE AMOUNT ACCUMLATED EXPENSES
LOW MEDIUM HIGH LOW MEDIUM HIGH
Sep-18 $5,929.00 $5,929.00 $0.00 $0.00 $0.00 -$5,929.00 -$5,929.00 -$5,929.00
Oct-18 $3,553.00 $9,482.00 $0.00 $0.00 $0.00 -$9,482.00 -$9,482.00 -$9,482.00
Nov-18 $2,607.00 $12,089.00 $0.00 $0.00 $0.00 -$12,089.00 -$12,089.00 -$12,089.00
Dec-18 $2,228.60 $14,317.60 $0.00 $0.00 $0.00 -$14,317.60 -$14,317.60 -$14,317.60
Jan-19 $2,228.60 $16,546.20 $0.00 $0.00 $0.00 -$16,546.20 -$16,546.20 -$16,546.20
Feb-19 $2,228.60 $18,774.80 $0.00 $0.00 $0.00 -$18,774.80 -$18,774.80 -$18,774.80
Mar-19 $2,228.60 $21,003.40 $12,500.00 $20,000.00 $26,875.00 -$8,503.40 -$1,003.40 $5,871.60
Apr-19 $2,228.60 $23,232.00 $25,000.00 $40,000.00 $53,750.00 $1,768.00 $16,768.00 $30,518.00
May-19 $3,174.60 $26,406.60 $43,750.00 $70,000.00 $94,062.50 $17,343.40 $43,593.40 $67,655.90
Jun-19 $11,001.10 $37,407.70 $75,000.00 $120,000.00 $161,250.00 $37,592.30 $82,592.30 $123,842.30
Jul-19 $6,994.90 $44,402.60 $125,000.00 $200,000.00 $268,750.00 $80,597.40 $155,597.40 $224,347.40
Aug-19 $86,714.10 $131,116.70 $0.00 $0.00 $0.00 $80,597.40 $155,597.40 $224,347.40
Sep-19 $0.00 $131,116.70 $0.00 $0.00 $0.00 $80,597.40 $155,597.40 $224,347.40
Oct-19 $0.00 $131,116.70 $0.00 $0.00 $0.00 $80,597.40 $155,597.40 $224,347.40
TOTAL $131,116.70

33
 MyTown Show Society Night Events Governance Chart

Client: MyTown Show Society (MSS)

AAAEM

Project
Management
Office

Project Team Project Manager

HR – Staff Event
Marketing & Hotels, Crowd Control, Hospitality, Entertainment
recruitment & Logistics &
Promotion Accommodatation Handling & Catering & & Scheduling
Management Master Layout
SME & Transport SME Security SME Amenities SME SME SME SME

Team Team Team Team Team Team Team

members members members members members members members

34
 MyTown Show Society Event Organisation Chart

Client: MyTown Show Society (MSS)

Project

MyTown Show Society Night Event

Marketing & Hotels, Crowd Hospitality, HR – Staff Event MSS Project

Entertainment
Sub projects

Promotion Accommodation Control, Catering & Recruitment Logistics & Manager –

& Transport Handling & & Scheduling & Master Rural Show
Amenities
Security Management Layout Expert
Management

AAAEM MSS
Project

Office

Project Project Project Project Project Project Project Project

Manager Manager Manager Manager Manager Manager Manager Manager
Project Team

Team Team Team Team Team Team Team Volunteers

members members members members members members members

35

Governance Schedule
Governance Event
Project Status Report
Project Meeting
Monthly CCB Meeting
Weekly Project Team Manager
Meeting (SME)
Monthly Project Team Meeting
GOVERNANCE EVENT SCHEDULE
Action/Timeframe
Written reports by the PM are to be
provided fortnightly to the PMO
Status meetings are to be held once
a month, facilitated by the PMO and
attended by all Project Managers
Decision making meeting, held once
a month to review change requests
which have been escalated to a CCB
decision
Team meeting, held weekly. All
Project Team Managers are invited,
facilitated by PM.
Team meeting, held monthly. All
Project Team members are invited.
Method of Delivery
Email
Face to face, members may join via
video link or teleconference.
Face to face, members may join via
video link or teleconference. If a
member is unable to attend, a proxy
may be sent in lieu of CCB member.
Face to face, members may join via
video link or teleconference.
Face to face, members may join via
video link or teleconference.
Document Control/Distribution
PM reports are for the information
of the PMO only, not to be
dispersed. The collated information
across all project areas may be
distributed to the Client as an
overall project update.
Minutes taken, recorded and
dispersed electronically to
attendees. Key messages and
learnings are collated and dispersed
to the Project Team where it has
been deemed necessary by the PM.
Minutes taken, recorded and
dispersed electronically to
attendees and PMO. Decisions are
documented in the Decisions
register and the PMP is updated.
Project Team notified of decision.
Minutes taken, recorded and
dispersed electronically to
attendees and the Project Team
where it is deemed necessary by the
Project Team Manager (SME).
Minutes taken, recorded and
dispersed electronically to
attendees. Key messages and
learnings are dispersed to the
36

Stakeholder Meeting Status update and information
sharing meeting, held bi-monthly
between Stakeholder Advisory
Group, PM and Communications
and Stakeholder Manager.
Impact
Face to face, members may join via
video link or teleconference.
Risk Residual
Probability Exposure Impact
Project Team.
Minutes taken, recorded and
dispersed electronically to all
members of the Stakeholder
Advisory Group, PM,
Communication and Stakeholder
Manager.
Residual
Residual Risk
Probability Exposure
37
 Availability or cancelation of primary talent - Brief Urbane
is traveling from an international location and has
commitments outside of Australia which could impact on
1 his availability 1 0.1 0.55 1 0.1 0.55
The soundness of budget assumptions made by the
Project Sponsor – a number of options are to be
presented around ticket prices, expected attendance
2 numbers and expenses associated with the Event. 0.5 0.3 0.4 0.1 0.1 0.1
Impact on existing Mytown Rural Show including but not
limited to livestock, Equine Competitions, access to and
3 from the Show for daytime visitors and vendors. 0.1 0.1 0.1 0.1 0.1 0.1
Expertise gaps in the primary stakeholder in large event
4 management. 0.1 0.3 0.2 0.1 0.1 0.1
Volunteer Management for event control - to support
the Business Case proposal of utilising Mytown Rural
Show volunteers a dedicated AAAEM resource is
5 proposed. 0.1 0.1 0.1 0.1 0.1 0.1
Availability of accommodation for expected influx of
6 visitors above normal Mytown Rural Show numbers. 0.1 0.3 0.2 0.1 0.1 0.1
Weather – Even though June is known as a stable month
for weather in South East Queensland wet weather can
7 impact adversely on any outdoor event. 0.5 0.3 0.4 0.5 0.1 0.3
Weak ticket sales – an option is to be presented to the
Project Sponsor to reduce the Event to a single night if
ticket sales remain weak 60 days before the date of the
8 Event. 0.5 0.3 0.4 0.5 0.1 0.3
Local residents noise complaint – an option to provide
local residents discounted ticketing prices is to be
10 considered. 0.1 0.3 0.2 0.1 0.1 0.1

38
 Contractual obligations of Primary Talent to deliver shows
on or around the dates of the Mytown Rural Show, along
with contractual obligations which relate to permissions
11 for side shows. 0.5 0.3 0.4 0.5 0.1 0.3
The friendship between the Mytown Rural Show Society
board member and the Primary Talent – The pressures of
managing an event can have an impact on a personal
relationship which is not based upon a business
12 relationship. 0.5 0.1 0.3 0.5 0.1 0.3
13 Injury/Illness
- Pre-existing conditions: epilepsy, mental health crisis,
14 diabetes, etc 0.1 0.3 0.2 0.1 0.1 0.1
- Minor Event Specific: sunburn, blisters, dehydration,
15 minor assaults, abrasions, etc 0.1 0.1 0.1 0.1 0.1 0.1
- Major Event Specific: drug/alcohol overdose, serious
16 assaults, falls, vehicle related trauma, etc 0.1 0.1 0.1 0.1 0.1 0.1
17 - Entertainer: illness e.g. laryngitis, etc 1 0.1 0.55 1 0.1 0.55
18 Environment
19 - Severe weather events: electrical storms, hail, etc 0.5 0.1 0.3 0.5 0.1 0.3
- Temperature events: unusually cold weather causing
20 hypothermia, etc 0.1 0.1 0.1 0.1 0.1 0.1
21 - Chemicals: hazardous agricultural spray, etc 0.5 0.1 0.3 0.5 0.1 0.3
22 - Flora and Fauna: mosquitos, snakes, nettles, etc 0.1 0.1 0.1 0.1 0.1 0.1
23 Technical
24 - Power: failure of lighting, audio-visual equipment, etc 1 0.1 0.55 1 0.1 0.55
25 Project
26 - Project is delivered over budgeted costs 0.5 0.3 0.4 0.5 0.1 0.3
27 - Project misses scheduled milestones 0.5 0.3 0.4 0.5 0.1 0.3
28 - Attendees are not satisfied 0.1 0.1 0.1 0.1 0.1 0.1

39
29 - Permits or council lodgements are not approved 0.5 0.1 0.3 0.5 0.1 0.3
AAAEM has managed large events, but has not jointly
30 coordinated a music event in community annual shows. 0.5 0.6 0.55 0.5 0.1 0.3
Very busy AAAEM team members. Communications and
31 linkages may be challenging. 0.5 0.3 0.4 0.5 0.1 0.3
32 AAAEM team members may have schedule conflicts. 0.5 0.3 0.4 0.5 0.1 0.3
MSS may not share its Lessons Learned on Annual Show
33 2018. This is the expected scenario. 0.5 0.6 0.55 0.5 0.3 0.4
Exhibitors and vendors may be reluctant to share
34 information. 0.5 0.6 0.55 0.5 0.3 0.4
MSS Board may not be sufficiently motivated to hand
35 over event management. 0.5 0.6 0.55 0.5 0.3 0.4
Tight income margins. Insufficient revenue possibilities
36 for AAAEM. 1 0.3 0.65 1 0.1 0.55
AAAEM’s and MSS’s relationship has just started. While
friendly at this stage, it is a very early and newly forming
37 relationship. 0.5 0.8 0.65 0.5 0.6 0.55

40

Impact on the project (e.g. WBS
Risk Number Risk description. Element) that is affected
Availability or cancelation of primary talent - Brief Urbane is traveling from an international location Whole project cancelation or
1 and has commitments outside of Australia which could impact on his availability significant scaling down
Probability & Impact Residual risk & impact
(see Risk (see Risk Assessment
Assessment matrix) Risk responses Controls and contingencies Triggers to watch Action planning: status, owner, due date. Matrix) Frequency of review
Communication from Talent's Manager
Additional local talent with Status: Open
the view of a reduced Media releases relating to primary Owner: Project Steering Committee Monthly until 1 month prior to event, weekly from
0.55 Treat event talent Due Date: as announced 0.55 that point

The soundness of budget assumptions made by the Project Sponsor – a number of options are to be Status: Open
presented around ticket prices, expected attendance numbers and expenses associated with the Cost Management Plan, in Owner: Project Manager Monthly until 1 month prior to event, weekly from
2 Event. Project cost overrun - 0.4 Treat built contingency fund ticket sales, sales of specific ticket type Due Date: prior to PMP being released 0.1 that point
Stakeholder MSS Board communication relating to
Communication Plan stakeholder dissatisfaction Status: Open
Owner: Project Manager
Impact on existing Mytown Rural Show including but not limited to livestock, Equine Competitions, Movement of WBS elements such as Review WBS which relate Mytown Show competitions not being Due Date: Monthly until 1 month prior to event, weekly from
3 access to and from the Show for daytime visitors and vendors. bump in/bump out plan 0.1 Treat to other access plans entered by competitors 0.1 that point
Project cost overrun as additional Leverage off existing
AAAEM resources are required project team's expertise
Deadlines being missed of duties Status: Open
Delivery of PMP elements which Skill gap analysis of MSS assigned to MSS Board members and Owner: Project Manager Monthly until 1 month prior to event, weekly from
4 Expertise gaps in the primary stakeholder in large event management. relate to event set up 0.2 Treat Board other local human resources Due Date: 0.1 that point

Additional training of
volunteers.

Early registration and

engagement with
Volunteers utilised for traffi c control volunteer pool. Sign up rate of volunteers, Status: Open
Volunteer Management for event control - to support the Business Case proposal of utilising Mytown and gate management. Project Cost Owner: Project Manager Monthly until 1 month prior to event, weekly from
5 Rural Show volunteers a dedicated AAAEM resource is proposed. overrun 0.1 Treat Paid traffi c control provider experience of returning volunteers Due Date: 0.1 that point
Status: Open
Availability of accommodation for expected influx of visitors above normal Mytown Rural Show Packages with existing Owner: PM Monthly until 1 month prior to event, weekly from
6 numbers. Lower ticket sales 0.2 Tolerate providers ticket sales, sales of specific ticket type Due Date 0.1 that point
Status: Open
Weather – Even though June is known as a stable month for weather in South East Queensland wet Wet weather plan to be implemented - Owner: PM Monthly until 1 month prior to event, weekly from
7 weather can impact adversely on any outdoor event. specific WBS relating to this 0.4 Treat Wet weather plan Weather forecasts Due Date 0.3 that point
marketing plan Status: Open
Weak ticket sales – an option is to be presented to the Project Sponsor to reduce the Event to a single Condense into single night Owner: Marketing team Monthly until 1 month prior to event, weekly from
8 night if ticket sales remain weak 60 days before the date of the Event. All WBS relating to second night 0.4 Treat event ticket sales, sales of specific ticket type Due Date 0.3 that point
Stakeholder
Communication Plan

WBS which relate to event Status: Open

Local residents noise complaint – an option to provide local residents discounted ticketing prices is to Return business for AAAEM with MSS finishing on time social media, local residents reporting Owner: Stakeholder manager Monthly until 1 month prior to event, weekly from
10 be considered. Board 0.2 Tolerate to steering committee or PM Due Date 0.1 that point

Stakeholder management, Status: Open

Contractual obligations of Primary Talent to deliver shows on or around the dates of the Mytown Rural Whole project cancelation or specifically local promotor Owner: PM Monthly until 1 month prior to event, weekly from
11 Show, along with contractual obligations which relate to permissions for side shows. significant scaling down 0.4 Treat working with primary talent report from PM to steering committee Due Date: 0.3 that point
The friendship between the Mytown Rural Show Society board member and the Primary Talent – The Status: Open
pressures of managing an event can have an impact on a personal relationship which is not based upon Whole project cancelation or PM maintains continuous Owner: PM Monthly until 1 month prior to event, weekly from
12 a business relationship. significant scaling down 0.3 Tolerate relationship management report from PM to steering committee Due Date: 0.3 that point
13 Injury/Illness
Status: Open
Owner: PM Monthly until 1 month prior to event, weekly from
14 - Pre-existing conditions: epilepsy, mental health crisis, diabetes, etc specific individuals 0.2 Transfer First Aid plan communication from first aid supplier Due Date: 0.1 that point
Status: Open
Owner: PM Monthly until 1 month prior to event, weekly from
15 - Minor Event Specific: sunburn, blisters, dehydration, minor assaults, abrasions, etc specific individuals 0.1 Transfer First Aid plan communication from first aid supplier Due Date: 0.1 that point
Status: Open
Owner: PM Monthly until 1 month prior to event, weekly from
16 - Major Event Specific: drug/alcohol overdose, serious assaults, falls, vehicle related trauma, etc specific individuals 0.1 Transfer First Aid plan communication from first aid supplier Due Date: 0.1 that point
PM maintains Status: Open
Whole project cancelation or communication with Owner: PM Monthly until 1 month prior to event, weekly from
17 - Entertainer: illness e.g. laryngitis, etc significant scaling down 0.55 Treat talent's manager communications from talent's manager Due Date: 0.55 that point
18 Environment
Status: Open
Whole project cancelation or Owner: PM Monthly until 1 month prior to event, weekly from
19 - Severe weather events: electrical storms, hail, etc significant scaling down 0.3 Treat Wet weather plan Weather Report Due Date: 0.3 that point
Status: Open
Owner: PM Monthly until 1 month prior to event, weekly from
20 - Temperature events: unusually cold weather causing hypothermia, etc specific individuals 0.1 Tolerate First Aid plan communication from first aid supplier Due Date: 0.1 that point
Status: Open
Owner: PM Monthly until 1 month prior to event, weekly from
21 - Chemicals: hazardous agricultural spray, etc specific individuals 0.3 Treat First Aid plan communication from first aid supplier Due Date: 0.3 that point

41