PMI Case Study COLORADO SPRINGS WELCOME HOME PARADE: Project Management Helps Welcome the Troops Home With a short amount of time and limited budget, the city of Colorado Springs, Colorado, USA, planned a parade to welcome home troops returning from Iraq. The parade was perhaps the largest in Colorado Spring's history, and the largest celebration of its kind in the county. Using project management competencies found in PMI's de facto guide to the project management profession, A Guide to the Project Management Body of Knowledge (PMBOK Guide)Third Edition, the project team planned and executed the parade successfully in spite of limited time and budget. Background Colorado Springs is home to multiple branches of the military and six major bases, including Fort Carson and the Air Force Academy. The town decided to plan a welcome home parade for its soldiers who had been deployed to Iraq. Around 11,000 troops had been sent to Iraq for year-long rotations, and were to return in March 2004. The parade was scheduled for 5 June 2004. All floats and participants were required to have a patriotic theme. Multiple teams came together to plan the event. The project management team was lead by O'Donnell & O'Donnell LLP, which had experience with parade planning in addition to fundraising, which would prove to be an important part of this project. The City Council of Colorado Springs also donated city resources and personnel to the project, including the assistant city manager, who was the main link between the city and the project team. Providing the team with daily access to city officials ensured key communication throughout the project. In addition to the project team, the city also established a management team committee, composed of stakeholders and representatives from each local military base. These two teams met regularly to give status reports, offer or ask for assistance, and determine the next steps in the project. This open forum for communication fostered a greater understanding for each party's role in the project and what the end result would be. All high level changes were made by the committee, while the detail changes were made by the project team. Challenges The two major challenges of this project were the lack of money to fund the parade and the limited timeframe to complete the project. Security and safety also stood as risks to the event. The project team faced the challenge of raising all funds for the parade, as the city could not finance the event. The event budget and reimbursement for their services would come only from the donations and sponsorship money raised. The city capped the fee amount O'Donnell & O'Donnell could charge them, and also established a separate account for the event so they could accurately track finances. Last minute changes also posed a challenge. Project stakeholders from Fort Carson requested the troops be fed lunch after the parade. The city raised the fee caps, but the project team had to include catering, organization and clean-up in an already tight schedule. Solutions In order to combat the limited budget and timeframe, the project team used every stakeholder's resources, asking what each organization could contribute to the event. The project was then approached in reverse order; the scope of a project is typically established before the resources, but the project team had to establish resources to determine project scope. Although the city could not contribute monetarily to the project, it offered in-kind services by having every city department participate. In addition to those workers, the project team used its own volunteer base of 35-40 people. Many of the sponsoring organizations also offered their services at reduced fees or free of charge. In return, sponsors and donors received a banner and viewing stand at the parade for their contributions. The team used project management competencies throughout the project to: coordinate a donation of 40 buses from city transportation department to transport the 6,000 soldiers participating in the parade; work with city police to arrange parking for buses; coordinate with city engineers to control traffic lights to minimize convoy's effect on city traffic flow; inform town in advance of any road closures or delays caused by parade preparations; and overcome challenge of providing last-minute lunch to troops by securing free food and service through local restaurant franchise, using local park as venue and volunteers from Chamber of Commerce to help serve food. In addition, risk management techniques were used to anticipate and prevent potential problems: the team held meetings with local fire and police departments and management committees to discuss risk responses; police responded to traffic congestion by finding alternate routes for cars during parade; the fire department positioned rescue crews along route in case of an emergency; and paramedics passed out water to prevent dehydration Results The parade consisted of 22 floats, 23 fire trucks and eight marching bands, including the U.S. Army Field Band from Fort Meade, Md. Many antique military aircraft and other vehicles took part in the parade, and over 65,000 people came to watch the historical event and show their support for the troops. The public communications department for the city took care of all publicity and interviews at no cost; three local television stations and six local radio stations held live broadcasts from the parade and related events; and photographers from local newspapers were on site. The White House even issued a statement about the event, which was read at the parade and on all local broadcasts. Project management techniques enabled the project team to coordinate the event, raise funds and accommodate last minute changes within a remarkably short time frame. As a result, the Colorado Springs Welcome Home Parade was the largest event of its kind ever held in Colorado Springs. Key Achievements The project team organized and executed all aspects of the event such as fund raising, the coordination of soldiers and aircraft, and planning a lunch reception for 9,000 people, all within a five month time period. The project team executed the parade under the allocated budget, and the city manager donated excess funds to military charities. First Last Name Date Class Final Project Professor Part I Project Charter Project __________________ Date ___________ Scope Overview Business Case Milestone Schedule and Deliverables Milestone Completio n Date Stakeholder Acceptance Criteria Current State Future State Ultimate Goal Risks and Assumptions Project Risks and Assumptions 1. 2. 3. 4. Risk Owner Contingency Plans Stakeholders Stakeholders Interest in Project Primary: Others: Resources Required Funding _____________ People ______________ Equipment ___________ Other _______________ Team Operating Principles _________________ _________________ _________________ Lessons Learned ________________ ________________ ________________ Commitment Sponsor Department / Organization Signature Project Manager Department / Organization Signature Core Team Members Department/ Organization Signature Part II 1. Budget: Using either a Microsoft Word Table or an Excel Spreadsheet, create a detailed budget for this project. The numbers you use for this budget should be realistic. For example, if you are going to have to rent folding chairs, conduct some research and find out how much that would cost. If you have to contract a cleaning crew, research various companies that do this and use those numbers. You will be graded on your knowledge of the subject, not the accuracy of the numbers. Your budget must include at least 10 items that you will have to pay for. (Insert Budget Here) 2. Work Breakdown Structure. Using Exhibits 6.4, 6.5 and 6.6 on pages 152-153 as an example, create a Work Breakdown Structure (WBS) for this parade. Your WBS should include but not be limited to: Planning, Transportation, Food, Entertainment and Clean Up. You can use Word, Excel or PowerPoint to create this diagram. (Insert WBS Here) 3. Schedule. Using the following table, create a schedule for this project. You must provide the activity, the duration and both the start and end date. You may add additional lines for additional tasks as you see fit. You must also enter if a task is a milestone or not. Task/Activity Duration Start Date Finish Date Milestone? Y/N References: (Remember, references must be in alphabetical order and have a hanging indent. You must provide no less than 3 credible references) Kloppenborg, T. J. (2013). Contemporary project management (3rd ed.). : Cengage . PMI Case Study COLORADO SPRINGS WELCOME HOME PARADE: Project Management Helps Welcome the Troops Home With a short amount of time and limited budget, the city of Colorado Springs, Colorado, USA, planned a parade to welcome home troops returning from Iraq. The parade was perhaps the largest in Colorado Spring's history, and the largest celebration of its kind in the county. Using project management competencies found in PMI's de facto guide to the project management profession, A Guide to the Project Management Body of Knowledge (PMBOK Guide)Third Edition, the project team planned and executed the parade successfully in spite of limited time and budget. Background Colorado Springs is home to multiple branches of the military and six major bases, including Fort Carson and the Air Force Academy. The town decided to plan a welcome home parade for its soldiers who had been deployed to Iraq. Around 11,000 troops had been sent to Iraq for year-long rotations, and were to return in March 2004. The parade was scheduled for 5 June 2004. All floats and participants were required to have a patriotic theme. Multiple teams came together to plan the event. The project management team was lead by O'Donnell & O'Donnell LLP, which had experience with parade planning in addition to fundraising, which would prove to be an important part of this project. The City Council of Colorado Springs also donated city resources and personnel to the project, including the assistant city manager, who was the main link between the city and the project team. Providing the team with daily access to city officials ensured key communication throughout the project. In addition to the project team, the city also established a management team committee, composed of stakeholders and representatives from each local military base. These two teams met regularly to give status reports, offer or ask for assistance, and determine the next steps in the project. This open forum for communication fostered a greater understanding for each party's role in the project and what the end result would be. All high level changes were made by the committee, while the detail changes were made by the project team. Challenges The two major challenges of this project were the lack of money to fund the parade and the limited timeframe to complete the project. Security and safety also stood as risks to the event. The project team faced the challenge of raising all funds for the parade, as the city could not finance the event. The event budget and reimbursement for their services would come only from the donations and sponsorship money raised. The city capped the fee amount O'Donnell & O'Donnell could charge them, and also established a separate account for the event so they could accurately track finances. Last minute changes also posed a challenge. Project stakeholders from Fort Carson requested the troops be fed lunch after the parade. The city raised the fee caps, but the project team had to include catering, organization and clean-up in an already tight schedule. Solutions In order to combat the limited budget and timeframe, the project team used every stakeholder's resources, asking what each organization could contribute to the event. The project was then approached in reverse order; the scope of a project is typically established before the resources, but the project team had to establish resources to determine project scope. Although the city could not contribute monetarily to the project, it offered in-kind services by having every city department participate. In addition to those workers, the project team used its own volunteer base of 35-40 people. Many of the sponsoring organizations also offered their services at reduced fees or free of charge. In return, sponsors and donors received a banner and viewing stand at the parade for their contributions. The team used project management competencies throughout the project to: coordinate a donation of 40 buses from city transportation department to transport the 6,000 soldiers participating in the parade; work with city police to arrange parking for buses; coordinate with city engineers to control traffic lights to minimize convoy's effect on city traffic flow; inform town in advance of any road closures or delays caused by parade preparations; and overcome challenge of providing last-minute lunch to troops by securing free food and service through local restaurant franchise, using local park as venue and volunteers from Chamber of Commerce to help serve food. In addition, risk management techniques were used to anticipate and prevent potential problems: the team held meetings with local fire and police departments and management committees to discuss risk responses; police responded to traffic congestion by finding alternate routes for cars during parade; the fire department positioned rescue crews along route in case of an emergency; and paramedics passed out water to prevent dehydration Results The parade consisted of 22 floats, 23 fire trucks and eight marching bands, including the U.S. Army Field Band from Fort Meade, Md. Many antique military aircraft and other vehicles took part in the parade, and over 65,000 people came to watch the historical event and show their support for the troops. The public communications department for the city took care of all publicity and interviews at no cost; three local television stations and six local radio stations held live broadcasts from the parade and related events; and photographers from local newspapers were on site. The White House even issued a statement about the event, which was read at the parade and on all local broadcasts. Project management techniques enabled the project team to coordinate the event, raise funds and accommodate last minute changes within a remarkably short time frame. As a result, the Colorado Springs Welcome Home Parade was the largest event of its kind ever held in Colorado Springs. Key Achievements The project team organized and executed all aspects of the event such as fund raising, the coordination of soldiers and aircraft, and planning a lunch reception for 9,000 people, all within a five month time period. The project team executed the parade under the allocated budget, and the city manager donated excess funds to military charities. First Last Name Date Class Final Project Professor Part I Project Charter Project ___COLORADO SPRINGS WELCOME HOME PARADE ____ Date ___17-Nov-2015__ Scope Overview Scope of this project is to show how using the effective project manager technique to accomplish any project within the defined constraint and budget. Business Case Business for this project is to arrange the welcome parade for the returned army from Iraq and use the project management technique to accomplish the project within the time frame and arrange all the required resources and raise funding the to perform all planned activity and also accommodate the last moment change done in the plan and successfully finish the project. Milestone Schedule and Deliverables Milestone Completio n Date Stakeholder Acceptance Criteria Getting the sponsors 25 March O'Donnell & O'Donnell Sufficient sponsor found to conduct whole event Arranging the lunch after parade 30 May O'Donnell & O'Donnell Caterer found with minimum cost and highest quality food Arranging Busses for the smooth transportation 30 April O'Donnell & O'Donnell Busses arranged to provide the proper commute for the soldier Fixing all the plan with the authority 25 May O'Donnell & O'Donnell, City Administrative All the planned fixed with department mutual consent Distribution of volunteer for all the activity during the parade 30 May O'Donnell & O'Donnell All the volunteer deployed successfully to handle all the events Arranging the local authority like Fire control, dehydration control etc during the parade 25 May O'Donnell & O'Donnell, Fire Control Dept. Venue and Proper operation plan defined for the parade Risks and Assumptions Project Risks and Assumptions Risk Owner Contingency Plans 1. Not getting sufficient sponsor O'Donnell & O'Donnell Always look for alternative sponsor. 2. Accommodate last moment change O'Donnell & O'Donnell Always have risk management team to manage run changes in the plan and allocate sufficient budget for this team 3. Miscommunication with the local O'Donnell & authority O'Donnell 4. Security and Safety risk O'Donnell & O'Donnell Need to have all the communication in written so that later stage confusion can be avoided Need to talk with local authority providing the safety like and safety team in effective way to ensure that everything will be executed as expected without any glitche. Stakeholders Stakeholders Interest in Project Primary: O'Donnell & O'Donnell, Army Personal, Local administrative authority, Police department, Transport department, Fire All the dedicated entity to execute the whole project plan effectively with the mutual cooperation of each and everyone. Others: Resources Required Funding __10___________ People _____12_________ Equipment ___8________ Other _______8________ Team Operating Principles Proper communication among the all the stakeholder On time completion of each and every task Be ready to help each other while last moment changes to meet the desired result Lessons Learned Team work is very necessary to accomplish any big task Proper communication within team and outside of the team Commitment Sponsor Department / Organization Signature Project Manager Department / Organization Signature Core Team Members Department/ Organization Signature Part II 1. Budget: Using either a Microsoft Word Table or an Excel Spreadsheet, create a detailed budget for this project. The numbers you use for this budget should be realistic. For example, if you are going to have to rent folding chairs, conduct some research and find out how much that would cost. If you have to contract a cleaning crew, research various companies that do this and use those numbers. You will be graded on your knowledge of the subject, not the accuracy of the numbers. Your budget must include at least 10 items that you will have to pay for. Expense Item Projected budget (in $) Paying for caterer 225000 Paying for the cleaning guys 5000 Paying for chairs 750000 Paying for Tents 108000 Expense on Health Professional and ambulance 30000 Advertisement to attract the gathering distributing advertisement and invitation cards 10000 Paying to volunteer which will be deployed to manage the crowd 5000 Paying for volunteer who worked with police team to manage the parking 5000 Expense in the coordination with various department and public announcement to get everything done 10000 Arrangement of banner and viewing stand for the sponsors and donors 35000 Total 1183000 2. Work Breakdown Structure. Using Exhibits 6.4, 6.5 and 6.6 on pages 152-153 as an example, create a Work Breakdown Structure (WBS) for this parade. Your WBS should include but not be limited to: Planning, Transportation, Food, Entertainment and Clean Up. You can use Word, Excel or PowerPoint to create this diagram. Colorado springs Grand Parade Grand Parade Arrangement of transport transport Arranign meeting with transport with transport department department Having meeting Having meeting with traffic with traffic dartment dartment Arrangement of caterer caterer Arrange quotation Arrange quotation for various vendor for various vendor Short list vendor Short list vendor on basis of quality and cost finalizing deal with finalizing deal with each dept each dept finalizing vendor after cross after cross checking checking everything everything Communication Communication synchronization synchronization with all stakholder with all stakholder Deploy volunteer Deploy volunteer to monitir vendor to monitir vendor activity activity Arraning security Arraning security Arrangment of cleaning service cleaning service Seating arrangmeent arrangmeent Project planning Finalize all the help Finalize all the help needed from needed from Security dept Security dept constantly constantly communicate and communicate and cooperate to finsh cooperate to finsh the event the event Manage Parking Take the quotation Take the quotation for cleaning service provider provider Choosing best service provider as per cost Instruct and coordinate to clean the venue after the the venue after the event properly event properly Proving the training session to training session to instruciton session instruciton session to all workers to all workers getting the getting the quotation for the quotation for the tents, chairs, tents, chairs, umbralla chairs umbralla chairs Budget planning for Budget planning for each activity each activity Seelctign thecost effective vendors effective vendors Bringing the sponsor Bringing the sponsor to maintain the to maintain the budget budget Arangment of the Arangment of the lunch venue lunch venue Have meeting with Have meeting with security dept. security dept. Resource planning for Resource planning for each task each task Monitoring and Monitoring and controling with the controling with the help of the volunteer help of the volunteer Definig deadline ofr Definig deadline ofr each task each task Monitoring each Monitoring each activity activity 3. Schedule. Using the following table, create a schedule for this project. You must provide the activity, the duration and both the start and end date. You may add additional lines for additional tasks as you see fit. You must also enter if a task is a milestone or not. Task/Activity Duration Start Date Finish Date Milestone? Y/N Fixing whole event schedule with the association of local administrative authority 15 days 4-Jan 19-Jan Arranging the sponsors 30 days 19-Jan 19-Feb Y Finalizing deal with Seating and Tent arrangement vendor 15 days 20-Feb 4-Mar Y Finalizing deal with the traffic controller authority 10 day 5-Mar 14-Mar Y Finalizing deal with cleaning or housekeeping vendor 5 days 15-Mar 19-Mar Y Finalizing deal with the local health department to provide first aid or to come up with the casualty 10 days 20-Mar 31-Mar N Finalizing deal with the caterer to provide lunch 5 days 1-Apr 5-apr Finalizing the transport for the army people 10 days 6-Apr 15-Apr Y Finalizing the parking arrangement 10 days 16-Apr 25-Apr N Making the arrangement to control the normal traffic so that it may not impact normal life 10 days 25-Apr 5-May N Planning the whole activity and synchronization of all the activity and noting down the proper schedule when any activity will start operation 15 days 5-May 19-May N Start the implementation and monitoring of all the arrangement like venue preparation, tent, chair, parking, visiting stand, banner etc 15 days 20-May 4-June Y Y References: Kloppenborg, T. J. (2013). Contemporary project management (3rd ed.). : Cengage . Project Management Methodology Guidelines. (n.d.). Retrieved from Retrieved from https://www.chandleraz.gov/Content/PM000PMMethodologyGDE.pdf Petersen, C. (n.d.). The Practical Guide to Project Management. Retrieved from http://pef.czu.cz/~linhart/pp_skripta/project_management13.pdf Project Cost Estimating Guidance. Retrieved from http://kisi.deu.edu.tr/guzin.kavrukkoca/BISMaster/App5-2006-03-03.pdf