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Managing Hard Rock’s Rockfest
At the Hard Rock Cafe, like many organizations, project management is a key planning tool. With Hard Rock’s constant growth in hoteb and cafes, remodeling of existing cafes,
“Without Microsoft Project.” says Hard Rock Vice-President Chris Tomasso, “there is no way to keep so many people on the same page.” Tomasso is in charge of the Rockfest event, which is attended by well over 100,000 enthusiastic fans. The challenge is pulling it off within a tight 9-month planning horizon. As the event approaches, Tomasso devotes greater energy to its activities. For the first 3 months Tomasso updates his Microsoft Project charts monthly. Then at the 6-month mark, he updates his progress weekly. At the 9-month mark, he checks and corrects his schedule twice a week.
Early in the project management process, Tomasso identifies 10 major tasks (called level-2 activities in a work breakdown structure, or WBS):† talent booking, ticketing, marketing/PR, online promotion, television, show production, travel, sponsorships, operations, and merchandising. Using a WBS, each of these is further divided into a series of subtasks. Table 3.8 identifies 26 of the major activities and subactivities, their immediate predecessors, and time estimates, Tomasso enters all these into the Microsoft Project software.‡ Tomasso alters the Microsoft Project document and the time line as the project progresses. “It’s okay to change it as long as you keep on track.” he states.
The day of the rock concert itself is not the end of the project planning. “It’s nothing but surprises. A band not being able to get to the venue because of traffic jams is a surprise, but an ‘anticipated’ surprise. We had a helicopter on stand-by ready to fly the hand in.” says Tomasso.
On completion of Rockfest in July. Tomasso and his team have a 3-month reprieve before starting the project planning process again.
†The level-1 activity is the Rockfest concert itself
‡There are actually 127 activities used by Tomasso; the list is abbreviated for this ease study.
TABLE 3.8 Some of the Major Activities and Subactivities in the Rockfest Plan
4. Why is a work breakdown structure useful in a project such as this? Take the 26 activities and break them into what you think should be level-2, level-3, and level-4 tasks.
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Chapter 3 Solutions
Pearson eText Principles of Operations Management: Sustainability and Supply Chain Management -- Instant Access (Pearson+)
- Explain how earned value management (EVM) may control costs and monitor project success and hypothesise why it is not utilised more commonly. What are some guidelines for evaluating cost variation, schedule variance, cost performance index, and schedule performance index numbers?arrow_forwardProject Duration= Planning on spending per month Project Budget (BAC) Percent complete per month Performance Analysis % Complete Planned Value (PV) Actual Cost (AC) Earned Value (EV) Schedule Variance (SV) Schedule Performance Index (SPI) Cost Variance (CV) Cost Performance Index (CPI) Estimate at Completion (EAC) Estimate to Complete (ETC) Variance at Completion (VAC) 5 months $300,000.00 $1,500,000.00 Month 1 20% 20% of work completed 15% of work completed Spent additional $110,000 Month 2 Instructions: Utilizing the EVM cheat sheet provided by the instructor, complete the calculations i formulas and functions to attain your answers. Please do not simply plug in numbers. This exerci ability to use Excel. Finally, answer the questions below to explain your answers. Question 1: What do your SV numbers tell you about the project schedule and how? Answer 1: Question 2: What do your SPI numbers tell you about the project schedule and how? Answer 2:arrow_forwardProvide examples of IT project ROM, budgeted, and final cost estimates.arrow_forward
- Create a Project Charter, a template is provided belowarrow_forwardEarned Value Analysis of the project supported by cost Performance Index and Schedule Performance Index readings. Comment on the progress of each activity and overall health of the project. Activity BCWS ACWP 1- Percentage Completion 80% Rs. 30,000 Rs. 25,000 2- Percentage Completion 40% Rs. 60,000 Rs. 80,000 3- Percentage Completion 100% Rs. 80,000 Rs. 78,000 Cumulative Rs. 170,000 Rs. 183,000arrow_forwardJustify the use of earned value management (EVM) to control expenses and monitor the effectiveness of a project, and speculate as to why it is not used more often. How can one determine if a cost variation, a schedule variance, a cost performance index, or a schedule performance index is favorable or unfavorable? What are some general criteria to follow?arrow_forward
- A recent survey by IBM of 585 mobile application developed and managers found that only one-thir of mobile development projects successfully Mey project criteria in terms of budget, schedule, and project objectives. Given that, what are some of the potential Riska for companoes, such as FIMC, that develop and deploy a mobile app on such a tight schedulearrow_forwardIf earned value management (EVM) is so beneficial, why is it not used more often? Explain how it may be used to track costs and evaluate the success of a project. When evaluating cost variation, schedule variance, cost performance index, and schedule performance, what criteria should be used as a starting point?arrow_forwardHow can Project Tracking without EVM do?arrow_forward
- Please answer only subpart 3 & 4. Thank youarrow_forwardWhy is earned value management (EVM) underutilised? Explain how it may be used to track spending and project success. What are some general rules for assessing cost variation, schedule variance, cost performance index, and schedule performance index figures?arrow_forward- Draw the project network diagram. - What completion date would you recommend?arrow_forward
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