At the Hard Rock Cafe, like many organizations, project mana
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At the Hard Rock Cafe, like many organizations, project management is a key planning tool. With Hard Rock's constant growth in hotels and cafes, remodeling of existing cafes, scheduling for Hard Rock Live concert and event venues, and planning the annual Rockfest, managers rely on project management techniques and software to maintain schedule and budget performance.
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 MS 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. The following table identifies 26 of the major activities and subactivities, their immediate predecessors, and time estimates. Tomasso enters all of these into the MS Project software. Tomasso alters the MS 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.
Activity Description Predecessor Normal Time (weeks)
A Finalize site and building contracts --- 7
B Select local printer A 3
C Hire production manager A 3
D Design promotional Web site B 5
E Set TV deal D 6
F Hire director E 4
G Plan for TV camera placement F 2
H Target headline entertainers B 4
I Target support entertainers H 4
J Travel accommodations for talent I 10
K Set venue capacity C 2
L Ticketmaster contract D 3
M On-site ticketing L 8
N Sound and staging C 6
O Passes and stage credentials G 7
P Travel accommodations for staff B 20
Q Hire sponsor coordinator B 4
R Finalize sponsors Q 4
S Define/place signage for sponsors R 3
T Hire operations manager A 4
U Develop site plan T 6
V Hire security director T 7
W Set police/fire security plan V 4
X Power, plumbing, AC, toilet services U 8
Y Secure merchandise deals B 6
Z Online merchandise sales Y 6
In all projects the Project manager faces a number of challenges and/or conflicts. A) Identify five challenges the Rockfest project manager may face. B) How would you recommend that the project manager deal with these challenges?
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Solution Summary
At the Hard Rock Cafe, like many organizations, project management is a key planning tool. With Hard Rock's constant growth in hotels and cafes, remodeling of existing cafes, scheduling for Hard Rock Live concert and event venues, and planning the annual Rockfest, managers rely on project management techniques and software to maintain schedule and budget performance.
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 MS 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. The following table identifies 26 of the major activities and subactivities, their immediate predecessors, and time estimates. Tomasso enters all of these into the MS Project software. Tomasso alters the MS 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.
Activity Description Predecessor Normal Time (weeks)
A Finalize site and building contracts --- 7
B Select local printer A 3
C Hire production manager A 3
D Design promotional Web site B 5
E Set TV deal D 6
F Hire director E 4
G Plan for TV camera placement F 2
H Target headline entertainers B 4
I Target support entertainers H 4
J Travel accommodations for talent I 10
K Set venue capacity C 2
L Ticketmaster contract D 3
M On-site ticketing L 8
N Sound and staging C 6
O Passes and stage credentials G 7
P Travel accommodations for staff B 20
Q Hire sponsor coordinator B 4
R Finalize sponsors Q 4
S Define/place signage for sponsors R 3
T Hire operations manager A 4
U Develop site plan T 6
V Hire security director T 7
W Set police/fire security plan V 4
X Power, plumbing, AC, toilet services U 8
Y Secure merchandise deals B 6
Z Online merchandise sales Y 6
In all projects the Project manager faces a number of challenges and/or conflicts. A) Identify five challenges the Rockfest project manager may face. B) How would you recommend that the project manager deal with these challenges?
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1) The main challenge is to complete the project on time, and to stay within budget. If the project manager (PM) exceeds the allotted budget, it creates several different problems, and affects many areas. It creates issues for both the project, and the firm as a whole. It can also create problems for the client. The budget needs to be adhered to as stringently as possible. There should be minimal to no variances between actual project costs and the projected project budget. The best way to deal with this challenge is to evaluate any variances in the budget as soon as feasible after they arise, to try and determine why the project went over-budget. This can lead to a revising of future projects, so that the same issues are not encountered again. If the project does go over-budget, the PM should have a plan in place as to how the project will be funded, for the portion that went over-budget. All budget discrepancies, caused by going over-budget, should be reviewed with supervisors and the client company. Completing the project on time is another major issue in this project, as well as other big projects. In this case, the PM follows a set schedule of checking on various resources and in the planning process, ...
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