QSO440 Module 4 Short Paper National Jazz Hall of Fame Case Study

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4-4 Short Paper: National Jazz Hall of Fame Case Study Christy Mitchell Southern New Hampshire University QSO-440 Topics in Project Mgmt Professor Overmann February 7, 2024

Mr. Rutland's primary focus on project management is the ambitious creation of the National Jazz Hall of Fame (NJHF) in Charlottesville. The facility is the focal point of the Paramount Theater's dedicated jazz museum and venue space. The initiative aims to increase the understanding of jazz music while preserving important historic buildings in the local area. Initially, the project's primary focus was on the local community, and the cultural and historical significance of the Paramount Theater was to promote the appreciation and love of jazz in the area (Kerzner, 2013). As the endeavor progressed, its scope increased to achieve national recognition and a larger audience. This alteration represents a significant deviation from the original goal of nationally making the NJHF a celebrated institution in the cultural and jazz fields. This increase in development demonstrates the dynamic nature of the project, which has versatile and adaptable project management capable of responding to changes in scope and the increasing complexity that results from the broader participation of funding and competition methods (Project Management Institute, 2017). These goals are scaled through a complex understanding of strategic planning and stakeholder participation. The importance of an integrated approach that balances a project's core goals with the practicalities of its expansion is emphasized and maintained. While the primary goal of commemorating and preserving the legacy of jazz has remained the same, the methods and strategies employed to achieve it have changed significantly in response to the enormous scope of the project (Northouse, 2018). Under Mr. Rutland's leadership, the successful implementation of the NJHF Charlottesville project necessitated a complex network of stakeholders with different concerns, expectations, and potential impacts on the project's progression. Recognizing and comprehending these

stakeholders is essential to strategic planning and managing relationships crucial to project success (Freeman, 1984; Project Management Institute, 2017). In the context of Rutland's initiatives, specific project management abilities are paramount because of this historic project's unique difficulties and benefits. Strategic planning, involving all stakeholders, funding, and leading the organization are considered paramount (Kerzner, 2013; Northouse, 2018). Strategic planning is essential to ensuring the project's evolving scope is in line with its goals and that each phase continues to support the overall goal of national recognition and sustainability. Effective stakeholder participation involves all parties being aware of their interests, including the company's goals and objectives, and maximizing the contributions of each. While funding ensures financial resources are available for program growth and long-term survival, leadership is essential to inspiring and collecting diverse teams with a shared vision (Kerzner, 2013; Northouse, 2018). The trust and leadership associated with Mr. Rutland's project are derived from his academic background as a history professor and his passion for jazz and preserving cultural traditions. His expertise and commitment increase his credibility as a leader in initiatives intended to commemorate and celebrate jazz (Northouse, 2018; Kouzes & Posner, 2012). NJHF initiatives cover a broad spectrum of cultural endeavors, including jazz history, Charlottesville's academic and historical culture, and the conservation and museum community. Recognizing and considering these cultural aspects is crucial to a project's success; it will have a diverse audience and achieve its goals (De Veaux & Giddins, 2009; Ayers, 2004).

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To successfully oversee complexity, Rutland must adopt a comprehensive approach to managing resources, addressing budget, value proposition, competition, and project planning. This involves obtaining the appropriate resources, providing diverse services, comprehending competition, and adapting to pre-designed schedules (Bryson, 2018; Kotler & Keller, 2016; Porter, 1985; Meredith & Mantel, 2011). Mr. Rutland's strategic planning and execution in critical areas have been essential to the company's expansion. The successful implementation of the NJHF will ensure its continued success and impact on the cultural landscape (Kerzner, 2013; Northouse, 2018). By implementing these strategies, Mr. Rutland can convert his NJHF into a long-term cultural institution that benefits the community and the heritage sector.

References Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (5th ed.). Jossey-Bass. DeVeaux, S., & Giddins, G. (2009). Jazz. W.W. Norton & Company. Falk, J. H. (2009). Identity and the museum visitor experience. Left Coast Press. Freeman, R. E. (1984). Strategic management: A stakeholder approach. Cambridge University Press. Kerzner, H. (2013). Project management: A systems approach to planning, scheduling, and controlling (11th ed.). John Wiley & Sons. Kotler, P., & Keller, K. L. (2016). Marketing management (15th ed.). Pearson. Kouzes, J. M., & Posner, B. Z. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed.). Jossey-Bass. Meredith, J. R., & Mantel, S. J., Jr. (2011). Project management: A managerial approach (8th ed.). Wiley. Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). Sage Publications.

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