Case: PMI Project

Planning and implementing a national conference for a society that will draw about 1000 attendees is a major project. The tasks involved in hosting such an event are considerable and involve selecting a program committee, choosing a theme, contacting exhibitors, making local arrangements, planning the program, and on and on.

Pittsburgh was selected as the host city/chapter for the 1992 Project Management Institute's annual September seminar/symposium. The objectives for the event were three: (1) to deliver a high-quality, value-added program that would be useful and last for years to come, (2) to offer a social and guest program that would reflect well on the host city, and (3) to meet strict financial criteria. The first task after selecting the city and hotel facilities was to put together the project team and chairperson. This included managers in charge of each of the tracks, the social program, the local arrangements, and all the other details. The project team was organized using a functional approach. Pittsburgh PMI Chapter officers had most of the primary responsibilities, with members from nine other chapters assisting in other duties.

Next was the development of the work breakdown structure, shown below.

SIS Project Management

Recruit Project Team Establish Organizational Procedures Establish CAO Support Levels and Budget Issue Reports to VP-Tech and Board of Directors Develop SIS Goals and Objectives Assemble and Issue Post SIS Report

Technical Program

Develop SIS Theme Strategize Tracks and SIGs Recruit Technical Program Team Develop Selection Process Procedures Interface with Education Committee on Workshops Plan and Issue Call for Papers/Panel Discussion Recruit Invited Papers/Panel Discussions Recruit Moderators Develop and Issue a Master Schedule for Presentations Select Printer Plan and Issue Abstract Books and Proceedings Organize Awards for Speakers' Breakfasts Identify Audio/Visual Requirements Develop and Issue Post-SIS Technical Report

Social Guest Program

Establish Objectives Identify Available Activities Analyze Cost-Benefit Identify Recommendations Complete Contracts Recruit Staff

Speakers

Identify Candidates and Related Benefits and Costs Make Recommendations and Obtain Approval Complete Contracts Maintain Periodic Contact Host Speakers

Publicity/Promotion

Theme Establishment and Approval Logo Development and Approval Video Production Promotional Materials Identification and Approval Advertising: PMI, Public and Trade Media Releases Regional Newsletter Articles Finance

Initiate Code of Accounts Develop Procedures for Financial Operation Develop Independent Auditing Procedure Initiate Separate Banking Account Develop Cash Flow Estimates/Projections Develop and Issue Standard Reports Interact with CAO on Account Reconciliation Develop and Issue Post-SIS Financial Report

Corporate Sponsorship

Establish Participation Philosophy Target Prime Corporations Solicit Participation Recognition

Facilities Vendor/CAO Support

Contract with Host and Backup Hotels Staff Recruiting

(Details to Be Identified and Scheduled with PMI Executive Director and Events Manager

In the WBS, the major task was the development of a program that offered 22 workshops composed of 70 technical papers, special panel discussions, and case studies. The technical tracks included engineering and construction, pharmaceuticals, utility software, automotive, R&D, defense, education, and manufacturing. The workshops included sessions on preparing for the PMI certification examinations, learning about Taguchi concepts of statistical quality control, and future practice in project management. All of these also required careful scheduling.

The vendor program included exhibits by dozens of vendors and a large number of showcase sessions for in-depth demonstrations of their wares. The social program included a golf tournament, numerous social activities to meet with colleagues, tours of Pittsburgh's attractions, and a wide variety of entertainment opportunities.

All in all, a conference such as PMI's is as difficult a project as many firms faces in their competitive markets.

Question:

Develop process improvement plans for the project that identify weaknesses and bottlenecks, in each category in the work breakdown structure and create ways to improve quality and efficiency.