Project Management

(A Case Study of London Marathon Foundation)

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Table of Contents
Introduction................................................................................................................................3

Task 1: Business Case................................................................................................................3

Justification for Project Selection..........................................................................................3

Objectives...............................................................................................................................3

Deliverables............................................................................................................................3

Methodology for the Project and its Benefits and Rationale.................................................3

Task 2: Network Diagram, Gantt Chart.....................................................................................4

Network Diagram Development............................................................................................4

Critical Path Description Including EST, LST, EFT and LFT...............................................4

Gantt Chart.............................................................................................................................6

Task 3: Stakeholder Analysis.....................................................................................................7

Task 4: WBS Development......................................................................................................12

Task 5: Risk Register................................................................................................................13

Task 6: Criteria of Acceptance and Expectation......................................................................16

Conclusion................................................................................................................................17

References................................................................................................................................18

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Introduction
The assessment is performed based on a hypothetical scenario in which LMF (London
Marathon Foundation) is looking to arrange a fitness awareness program so that a degree of
mental and physical well-being might be promoted effectively. The purpose of the research
work is to develop a project management plan so that the charity event can be accomplished
with maximum footfall of potential audience to spread awareness of the fitness facilities
effectively.

Task 1: Business Case

Justification for Project Selection
The rationale for the selection of the fitness-based charity project is respective efficiency in
spreading the awareness of mental and physical well-being and this will eventually play a
significant role in improving the quality of life of the population belonging to London and
other cities (Amirtash, et al., 2021).

Objectives
 To explore the method efficient in accomplishing the fitness awareness program
project on time
 To find the series of activities efficient in accomplishing the project within the
stipulated time and budget
 To figure out the stakeholders essential for the project completion and competitive
communication style for them
 To identify potential risks associated with the charity project and develop a mitigation
strategy for the same

Deliverables
The key deliverables for the project are-

 Critical activities and network diagram as guidelines for accomplishing the project
 List of stakeholders with their communication strategy
 Risk probable in the project’s accomplishment and respective mitigation strategies

Methodology for the Project and its Benefits and Rationale

To accomplish the fitness-based charity project, agile methodology is planned to be used as
this will help in preparing different programmes and performances as per the expectation of

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organizers by involving them in the respective development phase (Andrei, et al., 2019). The
primary benefit of the adoption of agile methodology is that it will support in knowing the
possible quality deviation within the project’s feature or performance of artist in real-time by
knowing feedback of organizers and this will eventually assist in taking corrective project
management approach.

Task 2: Network Diagram, Gantt Chart

Network Diagram Development
The network diagram of the charity project is presented below-

Figure 1:Network Diagram; Source: Author;

Critical Path Description Including EST, LST, EFT and LFT

The critical path of the fitness project is presented below along with the calculated outcome
of necessary time-

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Figure 2:Essential Calculation for Critical Activities; Source: Author;

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 Figure 3:Critical Path of the Fitness Fest; Source: Author;

The project can be accomplished within the stipulated time by following the path highlighted
in light red boxes or nodes (Domingues and Ribeiro, 2023).

Gantt Chart
Gantt chart is prepared for visualizing the activities necessary for the fitness fest project and
it is presented below-

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 Figure 4:Gantt Chart of the Fitness Fest Project; Source: Author

Task 3: Stakeholder Analysis

Stakeholder refers to the individual or group which is directly or indirectly associated with
the accomplishment of a project and respective efficiency in accomplishing allocated roles
and responsibilities plays a significant role in meeting the determined aim and objective
effectively (de Oliveira and Rabechini Jr, 2019). The stakeholders associated with the
accomplishment of the fitness-related charity event project are presented below along with
highlighting respective power and interest-

Name of Type of Roles and Responsibilities in P I

Stakeholder Stakeholder the Charity Event Project (Power) (Interest)
Determining the object of the
project and resources needed
for the respective
Project Head Internal accomplishment (Dostatni and High High

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 Trojanowska, 2017)
Monitoring and evaluating the
performance of the overall
project as well as associated
Project Internal stakeholders in the context of High High
Manager determined benchmark and
quality metric
Source, deploy and monitor
the staff in different
departments of the project as
HR Head Internal per current and future needs of High Medium
the project
providing working capital to
the project and enjoy a return
Financers External on the invested amount High High
Make digital and non-digital
strategies for promoting the
Marketing USP (Unique Selling
Head Propositions) of the project to
Internal have higher footfalls of High High
customers
Marketing Take a key part in designing
Agency for and promoting the USP of the
BTL (Below project in a creative style on
the Line) and External both digital and non-digital
ATL (Above platforms High Medium
the Line)
Promotion
Designing the stage of the
event and providing the
Orchestra necessary musical support Medium High
Team

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 Providing appropriate training
and development facilities to
Trainers all technical and non-technical Medium High
staff
Deliver fitness awareness-
Staffs Internal related performance on the
stage High Medium
Artist External Deliver fitness awareness
program in an engaging style Medium High
Audience Participate in the event and Low Low
enjoy the program
Compile the financial and non-
financial data in the
Data Internal information system Low Medium
Compiler
Record key footage of the
External performance in the form of
Videographers both video and still pictures Low Low
and
photographers
Stage External Decorating sets as per
Decorators performance requirement Low Medium
The power and interest level of potential stakeholders involved in the development of the
fitness program charity project are presented below in graphical format-

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Figure 5:Power and Interest Matrix for the Stakeholders Involved in the Fitness-related Charity Event; Source: Author;

It is found from the matrix that the power of the project manager and project head is
comparatively higher than others and this is identified in the context of interest metrics as
well.

Communication Strategy

The communication strategy which will be used for communicating with the identified
stakeholders of the charity event project is mentioned below-

Name of Medium of Frequency of Communication to

Stakeholders Communication Communication in Whom
a Month

Email, telephone, Project Manager,

video call and P2P Twice Finance Manager,
Project Head (Person-to-Person) HR head and
meeting Marketing Head

Project Manager
Project Head,

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 Financer, HR head
and Marketing Head
HR Head
Project Manager,
Finance, Project
head and Marketing
Head
Email, telephone, Project Manager and
video call and P2P Once Project Head
Financers (Person-to-Person)
meeting
Email, telephone, Twice Project Head and
Marketing Head video call and P2P Project Manager
(Person-to-Person)
meeting
Marketing Agency
for BTL (Below the
Line) and ATL
(Above the Line) Thrice The project manager
Promotion Email, telephone, and respective chief
video call and P2P
(Person-to-Person)
Orchestra Team meeting

Trainers

Staffs
Artist
Audience
Email, telephone, Twice Project Manager and
video call and P2P Respective chief
Data Compiler (Person-to-Person)

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 meeting

Videographers and
photographers
Stage Decorators

Task 4: WBS Development

The visual presentation of the fitness fest project is presented below in the work breakdown
structure (WBS)-

Figure 6:WBS of the Fitness Fest; Source: Author;

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The fitness fest will be accomplished in 321 days if it starts on 2 nd Oct-22 and lasts on 26th
December 2023.

Figure 7:Organizational Structure of Fitness Fest Project; Source: Author;

The project will be accomplished following functional structure as this will help in getting
different functionalities developed on time without any communication and skill gap
(Kerzner, 2017).

Task 5: Risk Register

The key risk factors which are associated with the accomplishment of the fitness awareness
open-air project are presented below along with respective mitigation strategies-

S. Name of Risk I (Impact) P Rating of Plan for Mitigating

No (Probability Risk (I * Strategies
) P)
1 Shortage of time 5 4 20 Provision for periodic
review of the progress
of the project and
taking corrective

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 approaches on time
(Mazlum and Güneri,
2015)
2 Hike in operating 4 5 20 Provision for
cost of the project emergency funds to
reduce the adverse
influence of external
factors like inflation
3 Surge in the 4 4 16 Price agreement with
procurement cost suppliers for the entire
of resources lifecycle of the project
4 Hike in the salary 4 4 16 Provision for staff
and wages of staff overhead within the
budget to avoid any
cost difference
5 Difficulty in having 3 3 9 The present application
permission for the for approval as per the
program from legal constraints marked by
body legal bodies
6 Inefficient 4 4 16 Usage of both online
communication and offline channels of
with artists and communication along
staff with provision for
advanced task
scheduling
7 Crowded audience 4 4 16 Provision for seating
arrangements related to
staff and safe exit in
case of any stampede
8 Inefficient date of 3 3 9 Communicate and
the program evaluate the feasible
date for the audience
and key stakeholders to

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 finalize a valuable date.
9 Inefficiency in 3 4 12 Development of
providing training and
appropriate training development program
facilities to staff as per individual needs
of staff
10 Inefficiency in 4 3 12 Provision for arranging
having appropriate audition place as
auditions from availability of
artist respective space
11 Hike in operational 3 3 9 Deployment of
cost comparative cost
accounting technique
and periodic cost
review (Muriana and
Vizzini, 2017)
12 Delay in the supply 3 4 12 Informed scheduling of
and transportation the route for
of resources transportation
13 Low availability of 3 1 3 Promote the
audience competencies of the
program as per
respective preferences
14 Internal conflicts 3 4 12 Provision for
within staff collaborative decision
and random
engagement for
upgrading harmony
among staff
15 Low return on 4 2 8 Minimize operating
investment costs and maximize
footfall of audiences
16 Inappropriate 3 2 6 Usage of predictive

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 weather condition analytics for scheduling
the performance day
17 Health and safety 2 3 6 Availability of
issues ambulance and first aid
for immediate support
18 Inappropriate 3 2 6 Usage of automated
recording of sales data recording and
and operational reporting
data
19 Failure to 2 1 2 Provision for
communicate with emergency IT support
staff on the to avoid disruption in
performance the project’s
accomplishment
20 Reduction in the 2 1 2 Use of forecasting tools
sales turnover to promote the USP of
the event as per
customer’s expectation
and air the performance
digitally (Dostatni and
Trojanowska, 2017)

Task 6: Criteria of Acceptance and Expectation

The criteria for accepting and assessing the performance of the fitness awareness-related
project are mentioned below-

Specification for Quality  Number of tickets sold

 Return on employed capital
Expected Quality  Zero technical disturbance
 Lesser than 2 % budget variance
Accepted criteria  Optimum communication between
staff
 At least 10 % profit margin
Factor of Success  Hike in fitness demand by more than

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 8%
 12 % return on invested fund

Conclusion
It is concluded that project management helps in understanding the resources needed for
meeting the short-term and long-term objectives of a project and this eventually assists in
taking a corrective approach to accomplishing the project without any deviation from the
determined benchmark. It is identified that if the management of the fitness-related project
follows the proposed path for accomplishing a series of events following the agile method,
then the event can be accomplished within 321 days without any cost and performance
difference.

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References
Amirtash, P., Parchami Jalal, M., and Jelodar, M. B. (2021). Integration of project
management services for International Engineering, Procurement and Construction projects.
Built Environment Project and Asset Management, 11(2), 330-349; DOI: 10.1108/BEPAM-
06-2020-0106.

Andrei, B. A., Casu-Pop, A. C., Gheorghe, S. C., and Boiangiu, C. A. (2019). A study on
using waterfall and agile methods in software project management. Journal of Information
Systems & Operations Management, 12(1), 125-135; DOI: 10.18421/SAR51-07.

de Oliveira, G., and Rabechini Jr, R. (2019). Stakeholder management influence on trust in a
project: A quantitative study. International Journal of Project Management, 37(1), 131-144,
DOI: 10.1016/j.ijproman.2018.11.001.

Domingues, L., and Ribeiro, P. (2023). Project Management Maturity Models: Proposal of a
Framework for Models Comparison. Procedia Computer Science, 21(9), 2011-2018; DOI:
10.1016/j.procs.2023.01.502.

Dostatni, E., and Trojanowska, J. (2017). Application of the theory of constraints for project
management. Management and production engineering review., 4(1), 22-29; DOI:
10.1080/1331677X.2020.1819851 .

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and

controlling. NewYork: John Wiley & Sons; ISBN: 9780132068581.

Mazlum, M., and Güneri, A. F. (2015). CPM, PERT and project management with fuzzy logic
technique and implementation on a business. Procedia-Social and Behavioral Sciences,
23(4), 348-357; DOI : 10.1016/j.sbspro.2015.11.378.

Muriana, C., and Vizzini, G. (2017). Project risk management: A deterministic quantitative
technique for assessment and mitigation. International Journal of Project Management,
35(3), 320-340; DOI: 10.1016/j.ijproman.2017.01.010.

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