Stark Industries Future Tech

Conference:
Addressing the Needs of Tomorrow

Project Management Plan

Group 4 Team Members:

Chanapol Adhikomprapa
Fatima Nathoo
Janelle Petkopoulos
Matt Brunette
Paul Grisé
Rodrigo Marcellino
TABLE OF CONTENTS
SECTION PAGE
1.0 Introduction/Overview 3-4
2.0 Project Organization 4-5
3.0 Integration Management Plan 5 - 12
4.0 Scope Management Plan 12 - 18
5.0 Schedule Management Plan 18 - 22
6.0 Cost Management Plan 22 - 27
7.0 Quality Management Plan 27 - 33
8.0 Resource Management Plan 33 - 35
9.0 Risk Management Plan 36 - 38
10.0 Procurement Management Plan 38 -42
11.0 Communications Management Plan 42 - 45
12.0 Stakeholder Management Plan 45 - 49
Appendix A – Change Request Form 51
Appendix B – Requirements Management Plan 52 - 54
Appendix C – Requirements Traceability Matrix 55 - 61
Appendix D – Work Breakdown Schedule 62 - 63
Appendix E – Performance Report Form 64
Appendix F - Schedule 65 - 66
Appendix G - Activity 67 - 86
Appendix H – Schedule Control Techniques Defined 87 - 90
Appendix I – Sample Check Sheet 91
Appendix J – Sample Project Survey 92
Appendix K – Sample Attendee Survey 93
Appendix L – Sample Speakers Survey 94
Appendix M – Sample Corporate Sponsors Survey 95
Appendix N – Sample Exhibitor Survey 96
Appendix O – Deliverable Acceptance Form 97
Appendix P – Team Charter 98
Appendix Q – Responsibility Assignment Matrix 99
Appendix R – Risk Register 100 - 103
Appendix S – Probability Impact Matrix 104
Appendix T – Risk Control Techniques/Responses 104
Appendix U – RFP Template 105 - 107
Appendix V – Status Report Template 108

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1.0 Introduction/ Overview of Project
Background
The future of technology is poised to address many key issues in the 21st century.
Changing demographics, impacts of climate change and fluctuating markets all bring
important questions, uncertainty, and risk.

They also bring opportunities for innovative solutions and emerging technologies that
have the ability to tackle some of the biggest issues of our time. New technologies such
as artificial intelligence, smart cities, autonomous vehicles, financial tech, and mobile
devices are driving success in companies, cities, and countries across the world.

The Stark Industries Future Tech Conference: Addressing the Needs of Tomorrow is a
two-day event taking place at a major conference centre in downtown Toronto on
Thursday September 19th and Friday September 20th, 2019.

The conference will bring together attendees from a variety of public and private sector
backgrounds in order to learn from and connect with leading experts in the industry and
find innovative solutions and opportunities. This event provides an opportunity for
organizations to share information about their work with emerging technologies and
connect with other companies that are looking for their products and services.

The Group 4 Consulting Company was solicited by Stark Industries to manage the
planning and delivery of the conference. The Stark Industries Future Tech Conference is
a landmark event for the emerging tech sector and is the most recognized conference for
technological solutions and global issues of the 21st century. Through proper selection of
sessions/ speakers, innovative topics, and facilitated networking/ collaboration, Group 4
Consulting Company will ensure a successful conference that generates anticipation,
sparks global conversation, and celebrates Stark Industries and other industry leaders.

Business Objectives / Benefits

Stark Industries business objectives for this project include the following:

 Grow business development opportunities through attracting event attendees that may
be interested in Stark Industries products and services
 Increase partnerships with new companies, industry experts and innovative startup
 tech firms
 Highlight emerging industry trends to inform further Stark Industries research and
development efforts
 Enhance brand recognition as an industry leader through hosting the largest future tech
conference of the year
 Complement corporate human resources recruitment strategies and source new talent

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Project Objective
The primary objectives of this project include the following:

 Deliver a conference on future tech solutions that informs conference attendees of

emerging technologies and innovative solutions to global challenges
 Generate 25% new business development leads and partnership opportunities for future
products and services for Stark Industries
 Become a globally recognized conference that is in the top 10 trending on Twitter and
gains local and international media attention
 Inform future Stark Industries research and development efforts for products and
services through collecting feedback from attendees and speakers
 Facilitate networking, collaboration, and information sharing with an international
audience of experts, businesses, governments, and start-up organizations
 Revenue neutral conference where tickets and sponsorship cover event expenses

2.0 Project Organization

The official sponsor of this project is the Executive Vice President of Future Tech and Business
Development at Stark Industries, Elias Chanko. Mr. Chanko has the ownership of the final
deliverables of this project and he is the ultimate decision-maker. He will be in charge of
reviewing and approving the scope, objectives and major deliverables. Mr. Chanko will provide
primary oversight on this project and he will be checking in with the Group 4 Consulting
Company event managers and team at regular intervals to gain updates on project process and
to provide any important directives/ change requests from Stark Industries. The event managers
will be the main point of contact and liaison between Group 4 Consulting Company and the
project sponsor.

The Group 4 Consulting Company event managers (J. Petkopoulos) will meet with the project
team on a weekly basis and will consult with the project sponsor on a bi-weekly or as needed
basis. Bi-weekly sponsor updates will consist of a one-page progress report that identifies
project progress and any issues. The event managers will also be responsible for updating all
project documents and communicating project changes to the project team, project sponsors
and other project stakeholders, if necessary. Upon delivery of all project deliverables, the project
sponsor is responsible for the final approval.

The project quality assurance manager (M. Brunette) will serve as a second monitor on project
progress and help flag immediate updates or concerns from the project team that are relevant to
the project scope, schedule, cost and/ or quality knowledge areas. The business acceptance
manager (C. Adhikomprapa) will be responsible for managing aspects of the procurement
management plan and relationships with external vendors.

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The project organization flowchart below describes the hierarchy and relationships of the project
team, project sponsor and external vendors. Any questions about project communication
protocol can reference the communication management plan or be brought to the event
managers.

Figure 1. Project Team Organization Structure

3.0 Integration Management Plan

3.1 Purpose
The Stark Industries Future Tech Conference Project Integration Management Plan outlines the
integration and coordination of all project knowledge areas and their outputs in each project
phase. Project knowledge areas are represented in corresponding management plans below.
The event managers will lead project integration management and keep an overall view of the
project to ensure its success.

This document will provide an overview and guide of the entire project plan. Changes made
through the change request process in other knowledge area management plans will be
reflected in the integration management plan. Changes and updates to this document will be
made by the event manager.

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This section outlines the high-level plan for project integration and how project processes are
synchronized to deliver the final project deliverable: execute Stark Industries Future Tech
Conference and follow-up event report. This section covers and describes each step in the
integration process. It describes what components are integrated at each step and gives a
general idea of what threads of project requirements are covered. It ties the plan to the
previously identified goals and objectives so the project team, sponsors, and stakeholders can
understand the rationale for each integration step.

3.2 Output
Below are the key project outputs and deliverables for each knowledge area management plan
during each project phase that will be described at a high level. More information on the specific
knowledge area management plans can be found in the corresponding document below.

3.2.1 Initiation Phase

Involves the development of the project concept and the formal acknowledgement of the project
and key project purpose, requirements, and deliverables. The main goal of this phase is to
formally select, approve and kick-off the project. Throughout the initiation phase two main
outputs will be developed to drive the project planning phase as described below.

Integration

Involves the process of developing a document that formally authorizes the existence of the
project described in this project plan. A kick-off meeting will be held after the project charter is
approved and signed to officially start the project planning phase.
 Project charter - The document that formally authorizes the project. The project charter
provides the event managers with the authority to apply organizational resources to
project activities. The charter works similarly to a contract, and is signed by key internal
project stakeholders to acknowledge the agreement on the need and intent of the
project.

Stakeholder

Project stakeholders are identified and analyzed. Relevant information is documented regarding
specific stakeholder interests, involvement, interdependencies, influence and potential impact
on project success. The stakeholder initiation process results in the development and output of
the Stakeholder Register.
 Stakeholder Register - Can be referenced for information on the stakeholders involved in
the project. The stakeholder register includes stakeholder identification, assessment
information as well as stakeholder classification. The project stakeholders are classified
based on the power and interest they have in the project.

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3.2.2. Planning Phase

The project planning phase ultimately results in the development of the project management
plan, which is an integrated summation of all the planning involved to execute on each
knowledge area management plan. Project planning guides project execution.

All ten (10) project knowledge areas are involved in the planning phase of the project. For each
knowledge area, a management plan is developed that will define the purpose of the plan and
guide the management of each particular knowledge area and describe the associated outputs.
The data and methodology used to create the plan and its outputs will be included in each plan.
The processes used for the control and change requests of each knowledge area are also
included. The event managers are responsible for the final version of each knowledge area
management plan and the entire project management plan.

Below, the key outputs of each knowledge area during the project planning phase are
described.

Integration
 Project Management Plan - The final project plan document that incorporates all other
knowledge management plans and integrates the processes and outputs that will be
delivered through the implementation of the project. It is the result of project planning
efforts to create a consistent, coherent document.
Scope
 Scope Management Plan - A document that provides an overview of the process and
outlines how the project and product scope will be defined, validated and controlled. The
scope management plan includes the scope statement and work breakdown structure
(WBS). It will ensure that the sponsor, project team and all relevant stakeholders have
the same understanding of all work involved in the project.
 Requirements Management Plan - A document that describes how project requirements
will be analyzed, documented and managed as well as how they will be planned, tracked
and reported. It includes quantified and documented needs and expectations of the
sponsor and stakeholders.
 Scope Statement - Part of the scope management plan that provides a detailed
description of the project scope, including what is and is not included in the project. This
builds upon the major project deliverables, assumptions and constraints that are
documented during project initiation.
 Work Breakdown Structure (WBS) - Provides an overview of project deliverables by
subdividing work into work packages and smaller manageable components. It is a
deliverable-oriented decomposition of the scope of the work of the project.

Schedule
 Schedule Management Plan - Establishes policies, procedures, and documentation for
planning, developing, managing and controlling the project schedule.

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  Activities and Attributes List - Identifies and documents the specific actions to be
performed to produce the project deliverables. Each activity on the Activity List is linked
to a corresponding work item on the project WBS. The duration of each activity is also
provided. The document also identifies the relationships between each activity and
labels each predecessor and successor activity.
 Schedule - Provides the full length of the project based on the duration of sequenced
activities.

Cost
 Cost Management Plan - Outlines policies, procedures and approaches used to develop
the project budget. It provides detailed cost categories of items that will be outsourced or
performed internally.
 The total project budget is approximately $900,367.33. This budget includes all direct
costs, insurance, and contingency.
 The plan outlines the process to be used for change requests for outsource
procurement, specifically event website and caterer. The change process also outlines
make or buy decisions to be evaluated by the project team for additional items not
identified in the Project Management Plan.

Quality
 Quality Management Plan - Documents the necessary information required to effectively
manage project quality from planning to delivery. It defines the project’s quality policies,
inputs, and control processes, as well as roles and responsibilities.
 Quality Metrics - Allow the event managers and team to measure their performance in
certain areas, such as time, cost, schedule, and customer satisfaction ratings. Specific
quality metrics will be utilized before, during, and after the conference.
 Project management plan updates - In the process of ensuring the project’s
requirements and standards are met, certain project management plans may require
alterations. This is most applicable to the risk management plan and scope baseline.
 Project document updates - Similar to the project plan management updates, planning
quality management sometimes requires updates to various project documents. The
lessons learned register, requirements traceability matrix, risk register, and stakeholder
register should be reviewed for updates.

Resource
 Resource Management Plan – Outlines the roles and responsibilities of each team
member that will be working on the Stark Industries Future Tech Conference Project. It
will also clearly articulate how team members will be acquired and rewarded in addition
to the team code of conduct that each team member must adhere to. It also includes a
status document template that can be utilized.
 Acquisition Plan – Outlines how internal and external team members will be selected to
work on the Stark Industries Future Tech Conference

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  Rewards and Recognition – Details how the internal team member’s will be rewarded
throughout the duration of the project and what they can expect in terms of feedback
once the project is complete.
 Team Charter - Outlines the expectations, in terms of conduct, of each team member
and requires sign off (agreement) from each team member. It includes the objective of
the project, the code of conduct expected from each team member and guidelines on
how the team will communicate.
 Responsibility Assignment Matrix (RAM) – Demonstrates, in chart format, the
participation level that each project team member will have in order to execute each
deliverable of the Stark Industries Future Tech Conference project.

Risk
 Risk Management Plan - Defines how to conduct project risk management activities for
the project. This plan is the main deliverable of the risk management planning phase and
documents the procedures for managing risk. The project team should review this
project document to understand the organization’s and sponsor’s approaches to risk.
 Risk Register - A spreadsheet/ table that captures the details of the risks involved in the
project. It includes the risk categories and triggers. All risks are prioritized based on
probability and impact. Responses to each risk are documented as well and will be
followed by the project team.

Procurement
 Procurement Management Plan - outlines policies, procedure, and approaches used to
manage the procurement process including screening process, RFP template, RFP
evaluation matrix, as well as, the approval process.

Stakeholder
 Stakeholder Management Plan – outlines the processes required to identify the people,
groups and organizations that could affect or be affected by the Stark Industries Future
Tech Conference and analyze each stakeholder expectation and their impact in this
conference.
 Stakeholder Engagement Matrix – provides the management strategy for each
stakeholder based on respective power and interest in this event.

3.2.3. Execution Phase

 Integration - During the execution phase, project integration management will involve
directing and managing the work and deliverables of the project. Project knowledge,
such as change requests and plan updates will also be managed by the event managers
during this phase as well. The work and activities in the project management plan will be
carried out and implemented during this phase.
 Quality - During the execution phase, project quality management will involve ensuring
the delivery of products and services that meet all defined requirements and standards.

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 This is achieved through the use of quality reports, acceptance decisions, change
requests, project management plan updates, and project document updates.
 Communications -
 Risk - During the execution phase, project risk management will involve monitoring and
managing project risks. The risk triggers are detected, the appropriate responses and
actions identified the project risk register will be implement. The status of risks, whether
they occur or change, will be tracked and documented in the project risk register during
this phase.
 Procurement - as will be discussed in the Procurement Management Plan section, the
procurement process for each RFP will take approximately 10 weeks from screening the
vendors to concluding the deals. Any additional procurement items not listed in the
Procurement Management Plan will undergo a make or buy decision process by the
Event Manager and for approval by the Event Director.
 Stakeholder – During the execution phase, the Stakeholder Management Plan will be
used to foster an appropriate stakeholder engagement in all activities of the conference.
The goal is to increase support and minimize resistance from stakeholders, significantly
increasing the chances to achieve a desirable success in the conference.

3.2.4. Monitoring and Controlling Phase

 Integration - During the monitoring and controlling phase, project integration

management will involve monitoring and controlling project work and change control.
This will involve overseeing project work to meet the performance objectives of the
project and performing integrated change control, which involves coordinating changes
that affect the project’s deliverables and organizational process assets.
 Scope - Scope validation is achieved through deliverable acceptance forms, which are to
be reviewed, accepted and signed by the event managers and project sponsor.
Additionally, work performance reports will also be employed to ensure scope validation.
The project’s scope is controlled by the Change Management Plan, which documents
and tracks all scope changes against the scope baseline requested by the project
sponsor. Proposed scope changes may be initiated by the event managers, project
sponsor or any member of the project team through change requests.
 Schedule - The project schedule will be monitored through weekly checks and meetings
and controlled following the schedule management plan control process. Any changes to
the schedule that meet the appropriate thresholds will follow the change request process
outlined in Section 3 Change Management.
 Cost - the cost monitoring and management process is established in the Cost
Management Plan. Initiation of the changes are done by either the vendor (Change
Notice) or Event Managers (Change Initiation) and would require approval from the
Event Director in order to proceed with the execution of the additional scope. The
contingency of the project is 10% of the total project direct cost.
 Quality - Quality will be monitored and controlled through the quality control process.
Outputs of this process include quality control measurements, verified deliverables,
change requests, project management plan updates, and project document updates.

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  Communications – the Event Communication Matrix will be updated on a monthly basis
through a specific meeting hosted by the event managers with the project team to
evaluate the effectiveness of the communication means and methods.
 Risk - Project risks will be monitored based on the risk register for potential risk causes
and triggers. If risk events do not occur, no actions other than monitoring for the potential
risk will be taken. If risk events do occur, the responses identified on the risk register and
the actions identified in the risk management plan control process will be taken.
 Procurement - a change request process is established in the Procurement
Management Plan for outsourced items such as event website and caterer. The other
procurements items are exposed to minimal change request risk once the scope is
defined and venue is selected.
 Stakeholder - the event managers, will have a monthly meeting to update the status of
the stakeholder engagement matrix. Constant engagement with Key Players such as the
Project Sponsors and Exhibitors will be performed through monthly reports and
meetings.

3.2.5. Closing Phase

The final phase of the project is the closing phase. During this period all final project
deliverables are submitted and the final invoices for the project are submitted and paid. The
project will end with a final project summary report for Stark Industries and a final meeting to
brief on the report findings.

3.3 Change Management

The change management process for the Stark Industries Future Tech Conference has been
created with the intention to set expectations on how changes will be managed, what defines a
change, and how change requests are made and approved. All stakeholders will be expected to
submit or request changes in accordance with the Change Request Form (see Appendix A).

The change management approached here will make sure that all proposed changes are fully
defined, reviewed and agreed upon so they can be properly implemented and communicated to
all the relevant parties affected by the change. Once change requests are submitted they will be
reviewed by the event managers to determine if they satisfy the following criteria. Once change
requests are approved by the event managers after meeting the criteria threshold they will be
communicated to all relevant stakeholders immediately or at the next meeting based on the
urgency/ or priority of the change request.

The change request criteria are as follows:

 Are approved changes within the scope of this project (scope)?
 Does the change yield actual benefit to the project in relation to the cost (cost)?
 How disruptive will the implementation be in relation to the schedule (schedule)?
 How easily will the management of the changes be (feasibility)?

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  What are the risk implications of the given change to the overall success of the project
(risk)?

The event managers will ensure that approved changes are captured in the project
documentation wherever necessary. These document updates will be communicated to the
project team, the sponsor and any other affected stakeholders. The change management and
request process will be the same for all of the project’s knowledge area management plans.

4.0 Scope Management Plan

4.1 Purpose
The purpose of the Scope Management Plan is to ensure that there is clear documentation of all
the work required and only work required to successfully host the Stark Industries Future Tech
Conference.

The processes defined in the Scope Management plan will provide a blueprint for how the
scope will be defined, developed, validated and controlled. The Scope Management Plan
includes the Requirements Management Plan, the Scope Statement, the Work Breakdown
Structure (WBS) and serves as a guide for managing and controlling project scope.

4.2 Outputs
The Stark Industries Future Tech Conference Scope Management Plan was developed through
the scope management planning process that resulted in the following outputs. Each project
output describes the methodology used and how the respective output informed the creation of
the Scope Management Plan. The methodology for each project output is described in section
3.0 Methodology. The outputs for the Scope Management Plan for the Stark Industries Future
Tech Conference includes:

 Requirements Management Plan (see Appendix B)

 Requirements Traceability Matrix (see Appendix C)
 Scope Statement
 Work Breakdown Structure (WBS) (see Appendix D)

These processes interact with each other and the processes in the other management plans
defined in the Project Management Plan. The outlined scope management processes will help
effectively manage time, schedule, and cost to support a high-quality project.

4.2.1 Requirements Management Plan

The Requirements Management Plan details the process of determining, documenting and
managing the stakeholder’s needs and requirements to meet the project’s objectives from
definitions through traceability and to delivery. This information gathered is used to inform the

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Scope Statement and WBS. The objectives of requirements traceability are to understand the
source of the requirements, inform the scope of the project, verify that implementation fulfills all
requirements of the project, and manage changes to the requirement.

The complete Requirements Management Plan can be found in Appendix B. The complete
Requirements Traceability Matrix can be found in Appendix C.

4.2.2 Scope Statement

The project scope statement will describe in detail the deliverables related to the Stark
Industries Future Tech Conference. The information in the scope statement includes the project
characteristics and requirements, the acceptance criteria, project exclusions, project and
product deliverables, assumptions/constraints. The project related deliverables will refer to
those items required to ensure the success of the event on the day of the event and on site.

The project related deliverables outlined below will be defined, created and accepted by the
project sponsor in the project initiation and project planning phases. Each plan, process or
project document will successfully pass through the acceptance criteria process outlined below
before being accepted by the customer.

As the project related deliverables pertain directly to the success of the promotional event, they
will be procured, delivered and installed at the project site during the project execution phase of
the project schedule.

Project Characteristics and Requirements:

The project consists of planning and delivering a 2-day conference about emerging technologies
in Toronto, Canada. The conference will begin on Thursday September 19, 2019 and end on
September 20, 2019 and has a target budget of $900,000 CAD. Key requirements of the
project: securing an appropriate venue that can accommodate up to 2000 people (attendees,
plus corporate sponsors, exhibitors, staff, and volunteers); selecting, inviting and confirming key
speakers, sponsors, and exhibitors; promoting the event and registering attendees; providing
food & drink for select meals; providing necessary staffing throughout the event.

Product Acceptance Criteria:

The conference provided as a product of this project will be considered successful if the
following criteria are met:

 Each state of project deliverable development will be delivered to the

project sponsor as per the agreed project schedule.

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  Each stage of the project deliverable development will be signed off by
the event managers and project team where appropriate before
submission to the project sponsor.
 Each stage of the project deliverable will be approved and signed off by
the project sponsor where required as per the agreed WBS.
 Total project costs should be within 10% of the initial budget.
 80% of conference attendee satisfaction feedback survey results should
indicate a 4 out of 5 rating.
 Attendee daily registrations should be within 15% of targets.
 If it meets the project sponsor’s satisfaction and is delivered on time.

· Project Exclusions:
 Providing transportation and accommodations for individual participants is
not part of the project.
 Preparing presentations for key speakers is not part of the project.
 Any contest prizes are to be provided by the project sponsor.

· Deliverables
 Project Management Related Deliverables
 Project Charter
 Requirements Management Plan
o Requirements Traceability Matrix (RTM)
 Scope
o Scope Statement
o Work Breakdown Structure (WBS)
o Scope baseline
o Scope Management Plan
 Budget
o Cost Management Plan
 Schedule
o Schedule baseline
o Schedule Management Plan
 Resources
o Responsibility chart/assignments
o Human Resources Plan
o Communication Management Plan
 Risk
o Risk Management Plan
 Other
o Process Improvement Plan
o Quality Management Plan
o Procurement Management Plan
o Stakeholder Management Plan

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 o Weekly Progress Reports
o Lessons Learned/Post-event Summary Report

 Product Related Deliverables

o Concept: A theme for the event will be established
o Venue: A hotel/conference center in downtown Toronto that is
appropriate in terms of size and facilities will be reserved.
Preferred booking rates will be arranged.
o Speakers: Appropriate industry leaders will be identified and
recruited as keynote speakers at the event.
o Sponsors: Relevant future tech companies will be solicited to
sponsor the event.
o Attendee Registration: Promote event to potential attendees,
distribute invitations, and provide secure registration/ticketing.
o Food & Drink: Catering provided for select meals (Day 1: lunch,
cocktail, and dinner; Day 2: breakfast and lunch).
o Staff: Full staffing at venue for all components of the conference,
including set-up and clean-up.
o Exhibitors: Exhibitors will be solicited and exhibit space will be
provided for businesses to profile products and services to
conference attendees.
o Programme: Formal agenda detailing all conference activities.
o Feedback: Collect feedback from attendees, sponsors, and
exhibitors after the event.

Assumptions/Constraints
 Attendees will purchase tickets for this event.
 A combination of ticket sales and sufficient sponsorship will enable the
conference to either break even or earn a profit
 Project sponsor has budgeted $650,000
 Event occurs on at the end of the work week on Sept 19-20th, 2019
 Availability of attendees
 Availability of event speakers and moderators
 Venue is conveniently and centrally located in Downtown Toronto,
Canada

4.2.3 Work Breakdown Structure

The purpose of the WBS is to provide a comprehensive overview of all work that must be done
to execute the project. The WBS will also influence the Schedule Management Plan, Cost
Management Plan and will affect the Change Management Plan. The following Work
Breakdown Structure (WBS) will be used by the project team to facilitate the delivery of Stark
Industries Future Tech Conference event.

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The Work Breakdown Structure for the Stark Industries Future Tech Conference is presented in
Appendix D.

4.3 Methodology

The following section will describe the methodology, tools, techniques and data used to develop
the scope management outputs.

4.3.1 Requirements Management/Collection of Requirements

The approach taken to collect requirements for the Stark Industries Future Tech Conference
consisted of splitting the deliverables into project and product deliverables requirement
identification, interviews, surveys and document analysis.

Identification

The tools and techniques used to gather key insights into the project and product
requirements will be interviews with key stakeholders, focus groups and consumer
survey analysis of target demographic group, and benchmarking with comparable
conferences/events and identifying best practices and key measurements.

Analysis

The project team will review the data and analyze the results and structure the interview
and focus group data, survey answers and requirements to determine priority and
accountability. Document analysis and acceptance criteria will be determined for an
understanding of when a requirement has reached an acceptable level.

Documentation

Once a requirement has been set, it will be documented and assigned to the appropriate
stakeholder and team member. Key finding and insights will be summarized in pie charts
and bar graphs.

Requirements Traceability Matrix

The Requirements Traceability Matrix (RTM) is used to link identified and documented
project requirements to related elements within the scope and WBS that ensure the
requirement is met and satisfied.

Please refer to Appendix C for a complete RTM.

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4.3.2 Scope Statement

The data/inputs to determine the scope for the Stark Industries Future Tech Conference was
developed based on high level product descriptions, assumptions and constraints as
documented in the Project Charter and based on requirements identified by the stakeholders
and defined during the requirements definition processes and documented in the Requirements
Management Plan. Please refer to Appendix B for the Requirements Management Plan and
Appendix C for the Requirements Traceability Matrix.

The tools and techniques used to develop the scope statement, include analyzing the data
collected to gather requirements as well as any other pertinent documents and using expert
judgment of the event managers and the project team, set the scope of the project in order to
meet the business objectives outlined by the project sponsor.

4.3.3 Work Breakdown Structure

The data for the WBS was obtained from business objectives, product descriptions,
assumptions and constraints as identified in the Project Charter as well as the requirements
defined in the Requirements Management Plan and Requirements Traceability Matrix. The
approach and technique used to generate the WBS is functional and top-down.

The scope of this project will be determined primarily by the project sponsor, and the Project
Charter and stakeholder register serve are the primary inputs. These inputs are supplemented
with expert judgement of the event managers and project team, benchmarking across
comparative conferences, as well as data analysis of relevant documents (e.g. feedback survey
data and lessons learned registers) produced from comparable projects.

4.4 Manage/Control

The event managers will be responsible for scope management. The scope of this project is
defined by the Scope Statement and Work Breakdown Structure (WBS). The event managers
and project team will work together to control the scope of the project. The project team will
ensure that they perform only the work described the Scope Statement and WBS, and generate
the defined deliverables for each WBS element. The event managers will oversee the project
team and the progression of the project to ensure that this scope control process if followed.

4.4.1 Scope Validation

Scope validation is achieved through deliverable acceptance forms (see Appendix O), which are
to be reviewed, accepted and signed by the Event managers and project sponsor. Additionally,
work performance reports (see Appendix E) will also be employed to ensure scope validation.

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4.4.2 Scope Control

The Change Management Plan documents and tracks all the scope changes against the scope
baseline requested by the project sponsors/stakeholders.

Proposed scope changes may be initiated by the event managers, project sponsor or any
member of the project team. All change requests (see Appendix A) will be submitted to the
event managers, who will then evaluate the requested scope change. Upon acceptance of the
scope change request, the event managers will submit the scope change request to the project
sponsor for acceptance. Upon approval of scope changes by the project sponsor, the event
managers will update all project documents and communicate the scope change to all
stakeholders. Based on feedback and input from the event managers, the project sponsor is
responsible for the acceptance of the final project deliverables and project scope.

5.0 Schedule Management Plan

5.1 Purpose

This document describes the Stark Industries Future Tech Conference Schedule Management
Plan. The purpose of the Schedule Management Plan is to provide guidance on how to develop,
manage, and control the schedule throughout the project life cycle.

The Schedule Management Plan identifies the processes and procedures used to manage the
schedule during the course of the Stark Industries Future Tech Conference. In addition to
defining the schedule development approach, the plan defines who is responsible for tracking
and reporting schedule progress, how the schedule will be addressed, how schedule changes
will be addressed, and how to baseline the schedule.

5.2 Outputs

The Stark Industries Future Tech Conference schedule was developed through the schedule
planning process that resulted in the following outputs. Each project output describes the
methodology used and how the respective output informed the creation of the project schedule.
The outputs of the schedule management plan for the Stark Industries Future Tech Conference
will include:
 Activity List (see Appendix G)
 Milestone List
 Project Schedule (see Appendix F)

5.2.1 Activity List

The Activity List includes each project activity name and their corresponding WBS Number for
all associated work packages. Each activity is further described in the Activity Attribute and

18
Activity Duration Estimates columns which identify pertinent activity information as well as how
long each activity is expected to take, respectively.

The full Activity List can be found in Appendix G Changes to the Activity List will be made
following the process outlined in Section 4.1 Change Management.

5.2.3 Milestone List

The table below lists the milestones for this project, along with their estimated completion
timeframe.

Milestone List

Project Name: Stark Industries Future Tech Conference

Milestone Initial Estimated Completion

Date

Event venue selected October 12, 2018

Hotel accommodation blocked November 10, 2018

Conference theme designed December 20, 2018

Event catering selected December 20, 2018

Sponsor package sent out Sept 28, 2018

Speakers confirmed January 31, 2019

Event registration opened May 8, 2019

Event advertisements activated May 15, 2019

Event invitations sent out June 5, 2019

Event advertisements closed September 18, 2019

Event registration closed September 18, 2019

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 Execute event September 19 - 20, 2019

Event follow-up thank you and surveys October 7, 2019

sent out

Final event report sent to Stark November 15, 2019

Industries

5.2.4 Project Schedule

The Project Schedule identifies the entire baseline schedule for the Stark Industries Future Tech
Conference Project. The schedule represents each activity, milestone, and activity duration in a
Gantt Chart format. The full schedule can be found in Appendix F Changes to the schedule may
be made following the Change Management process (Section 3.3).

5.3 Methodology

The following section describes the methodology, tools, techniques and data used to develop
the schedule management plan outputs.

5.3.1 Activity List

The project Activity List was developed based on the Work Breakdown Structure (WBS) work
packages. Each activity corresponds directly to a WBS item and has a WBS number. The
attributes and duration estimates of the activity are also provided on the Activity List.

Project activities are linked together and sequenced based on dependencies (logical
relationships) and predecessor and successor activities. Available lead and lag times for each
activity have also been identified based on activity duration estimates and project critical path
analysis. Activity attributes also include activity resource requirements, any activity constraints,
imposed dates, and assumptions. These attributes are identified and defined by the event
managers during the planning phase and reviewed with the project team during the monthly
review meeting. Any changes to activity attributes will be updated based on the change
management process below.

Activity duration estimates were made using a combination of analogous estimates and
parametric modeling based on Group 4 Consulting Company expert knowledge on delivering
past conferences of comparable scale. For activities that had a higher level of uncertainty, the
Program Evaluation Review Technique (PERT) was used to estimate activity duration. The
basis of each activity estimate is available on the Activity List to guide the event managers and
project team with estimating the duration of future activities.

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5.3.2 Milestone List

The project Milestone List ensures that all major activities are accounted for. Each milestone
represents the culmination of a significant group of activities and marks an important point in the
project timeline. Without the completion of each milestone by the estimated completion date, the
project will not stay on schedule and meet its completion date. Progress on milestones will be
tracked by the event managers through the project schedule and discussed during weekly team
meetings. This will allow the event managers to monitor if schedule progress is on track or if
resource allocation and schedule compression techniques must be implemented. The estimated
completion date was determined based on activity sequencing and building the buffer time.

5.3.3 Project Schedule

The event managers will be responsible for developing and managing the project schedule.
Whenever possible, front line workers will be employed in the estimation of task durations and
resources. Software is at the event managers’ discretion, but a copy of the most current schedule
will be kept in the project management binder at all times.

The schedule development process is comprised of several development steps. Each step taken
generates a schedule subcomponent that can stand alone to inform the project team of that aspect
of the final schedule. The event managers will be responsible for developing and managing the
project schedule in collaboration with the project team.

5.4 Control

Schedule control processes serve to minimize schedule changes. The event managers will monitor
schedule progress and percent complete through a combination of weekly team meetings and
schedule control techniques. The project schedule will be reviewed and updated on a regular basis
to ensure that project dates and completion percentages are accurate.

The regular (weekly) schedule check-ins will serve to identify areas of concern and avoid and/or
mitigate potential project issues. The event managers will communicate with the project team as
required to track schedule progress and implement one of the following schedule control techniques
to bring the project schedule back on track. Change requests and schedule updates will be made as
per the Change Management process outlined in Section 3.3 of the Integration Management Plan.

The project team is responsible for participating in weekly schedule update meetings and
communicating any changes to actual start/finish dates to the event managers. The project team will
also be responsible for providing the event managers with any activities which may impact the
project schedule.

The project sponsor will be provided with monthly schedule updates and approve any change
requests submitted by the event managers.

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Proposed changes to the project schedule may be brought forward at any time by members of the
project team. Schedule change requests will be reviewed and evaluated by the project team before a
change to the schedule can be approved. The event managers and project team must determine
which activities will be impacted and identify potential workaround for activities that may affect the
scope, schedule, and resources of the project.

A formal request to change the project schedule following the project integration management plan’s
change management process must be submitted to the project sponsor for approval, if the proposed
change is estimated to increase the duration of the overall baseline schedule. Schedule changes
that are not estimated to increase the duration of the baseline schedule may be approved by the.
event managers.

See Appendix F for the table that lists each schedule control technique used in the Stark Industries
Future Tech Conference Project.

5.4.1 Change requests/ management

The event managers monitor the schedule on a weekly basis through schedule reviews and
team meetings. If any member of the project team determines that a change to the schedule is
necessary, the event managers and team will review and evaluate the change during the weekly
team meeting. Any changes in the project will follow the change management process outlined
in Section 3.3 Change Management of the Integration Management Plan.

Once the change request has been reviewed and approved, the event managers is responsible
for adjusting the schedule and communicating all changes and impacts to the project team,
project sponsor, and stakeholders. The event managers must also ensure that all change
requests are archived in the project records repository.

6.0 Cost Management Plan

6.1 Purpose

The project cost management plan is required to ensure that the conference is successfully held
within an approved budget. This plan will demonstrate the planning and estimating of the cost
as well as the process to manage the project cost and contingency during the execution phase.

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6.2 Outputs

Conference Cost Estimate:

Table 1: Conference Cost Estimate

cost per
Quan. Unit Item cost Assumption
unit
2 day Event venue 20,000.00 40,000.00

1) two days of event

10 persons Security staff 1,000.00 20,000.00
2) $1000 per person per day

1) set up/take down

20 persons Event staff 500.00 10,000.00 2) two days coordination of
the event agenda
Furniture and fixture 1) 4 prefabricated stages
1 L 5,000.00 5,000.00
contract 2) tables and chairs

1) 10 commercial ground
1 L AV equipment contract 5,000.00 5,000.00 speakers
2) 10 microphones
Conference
1 L 5,000.00 5,000.00
decoration/logo
1) 200 max registrations for
dinner event
2) $75 per person (vendor
200 persons Caterer contract 75.00 15,000.00
cost)
3) ticket will be sold at $100
per person

1) Website support to
1 L Event website 15,000.00 15,000.00 manage website traffic and
online ticket sale.

1) banners, brochure,
1 L Advertisement 15,000.00 15,000.00 advertisement in
newspaper, local radio, etc.
Event swags and conference materials
6000 set Swags and gifts 10.00 60,000.00
6000 set Event program/agenda 1.00 6,000.00
Guest Speakers Accommodation (10 speakers)

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 round
10 Flight 1,000.00 10,000.00
trip
10 L Accommodation and meals 900.00 9,000.00 3 nights at $300 a night

10 L Thank you gifts 200.00 2,000.00

1 L Event insurance 10% 81,515.75

Project Team Resources (planning and coordination team prior to day of event)
salary per month for 16
1 person Event Director 5,000.00 80,000
months
salary per month for 16
2 person Event Managers 4,000.00 128,000.00
months
salary per month for 16
4 person Event Coordinators 3,000.00 192,000.00
months
16 months Office space 5,000.00 80,000.00
16 months Office supplies 1,000.00 16,000.00
16 months Utilities bill 500.00 8,000.00
16 months Phone and internet bill 1,000.00 16,000.00

Estimate Cost of the Event 818,515.75

10% of estimate project

Project contingency 81,851.58
cost
Total Project Cost 900,367.33

Ticket Price 2000 tickets limit 450.00

Ticket markup 22% 550.00

Advertised Price
(buffer to discount the ticket as the event 600.00
approach if tickets are not sold out)

Parametric estimating and bottom-up estimating approach is used to develop the cost estimate.
The parametric approach is to estimate the outsource procurement items such as event venue,
event staff, AV equipment, etc.

Table 1: Conference Cost Estimate shows the overall project cost of $900,367. The cost
estimate accounts for aspects that need to be outsourced (such as AV equipment, furniture and
fixture, etc.). The efforts required to plan the conference, including preparation of the

24
procurement, will be done by the Project Management Team. This effort is accounted over
sixteen months. The project contingency is accounted for at ten percent of the overall direct
cost.

The goal for number of attendees is at 2000 persons. At that number, the ticket should be priced
at $450.00. However, to mitigate low number of attendees’ risk, the price will be advertised at a
higher price point of $600. This will allow the team with some buffer to discount the ticket price
to encourage registration as the event approach.

Spend-Curve:

Table 2: Conference Planning - Spend Curve

Stark Industry - S-Curve

825,000.00

725,000.00
Cummulative Spending

625,000.00

525,000.00

425,000.00

325,000.00

225,000.00

125,000.00

25,000.00

Project Planning Period (month)

Table 2: Conference Planning – Spend Curve shows the characteristic of the spending planned
for the conference. The shape of the spend curve is mostly contributed by the monthly spending
for the project management team. The slight movements off the linear line are due to planned
payment for 50 percent of the executed vendors; the remaining 50 percent for the vendors are
targeted to be paid after the conference.

6.3 Data

The scope outlined in the Project Charter and the Project Implementation Plan are used to
identify the cost category shown in Table 1.

The estimated cost for each line item will be surveyed by the project management team based
on vendors available locally.

25
The salary for each level of staff are planned based on the market rates to attract quality talents.

6.4 Control

6.4.1 Cost Management

Project Cost Management identifies positive or negative variances to the approved Project
Budget. It is a process of controlling and monitoring Project expenditures, intended to:

● Ensure the expenditures are within the approved project budget;

● Identify unapproved expenditures if they occur;
● Identify variances of spending against the budget for each cost breakdown category;
● Estimate cost at completion;
● Provide an accurate record of all cost transactions;
● Control, track and report budget changes and transfers;
● Record and report commitments and changes to commitments;
● Record and report costs for the period and costs to date;
● Control, track and report contingency allocations;
● Provide timely and meaningful reporting with respect to all areas of cost
management.

The project management team contributes to the cost management process as:

● The PMT will take the lead in controlling costs on the project.
● A contract management software such as Aconex will be used to track all project
costs and cost processes, the project team will maintain their own cost control report,
which will be consistent with the information captured in Aconex.

6.4.2 Contingency Management

Contingency is a provisional allowance that is included in the project budget to mitigate the risk
of cost overrun. The contingency management process assists the project management team
(PMT) with determining:

● The appropriate amounts of contingency required by cost category;

● The adequacy of the remaining contingency at any stage in the project;
● The likelihood that the project will or will not be completed within the approved
project budget.

The responsibility for contingency management is held jointly by the project management team
and the Event Director to oversee all aspects of contingency management.

6.4.3 Contingency Management Process

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To identify the specific portion of the project budget that is expected to be exceeded or
underrun, the PMT will conduct a review, at least monthly, comparing the remaining contingency
for each budget category allocation against the forecast of potential calls against the categories;

Assessment / Forecast of Other Potential Calls on Contingency:

 Estimate of change order to complete the conference - Includes a forecast of
anticipated change orders required to complete the work. Must be a quantitative
analysis based on changes to date (volume and cost), and month-to-month trending.
 Estimate of potential claims - includes allowances for probable or likely claims
based on project documentation, and knowledge of project conditions that could lead
to claims. Valuation should be based on estimates of reasonable entitlement.
 Forecast variances for untendered Work - considers trends in market conditions
when predicting variance to budgeted amounts for upcoming tenders.
 Risk events - includes appropriate allowances for identifying risk events based on
likelihood of occurrence and impact.

6.4.4 Cost Reporting

The project management team is responsible for preparing and distributing, at least monthly, the
various cost reports for review by the PMT, and the sponsors. Reports typically include:

● Monthly budget status report including variance analysis (summary, and by cost
code category)
● Monthly cash flow report
● Ad-hoc cost control reports as required, i.e., detailed commitment reports, cost status
reports by vendor, change orders status, etc.

7.0 Quality Management Plan

7.1 Purpose

This document describes the Stark Industries Future Tech Conference Quality Management
Plan. The purpose of the Quality Management Plan is to ensure that the 2-day event fulfills all
project requirements and satisfies the project sponsor. Furthermore, all products produced for
the conference should conform to requirements and be deemed fit for use, as appropriate.

The remainder of the Quality Management Plan outlines the tools and techniques used to
develop the plan, how the plan and its policies will be implemented, and the key outputs
generated.

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7.2 Outputs

The Stark Industries Quality Management Plan was developed through the quality planning
process and results in the outputs listed below. The methodology, tools and data associated
with each output are explained in more detail in the subsequent section.

7.3 Metrics

A series of metrics will be used to help measure the performance of the project management
process. First, schedule, resources, and cost will be tracked and compared to the estimates
outlined in their respective management plans. Additional metrics will be used to: assess the
variance between minimum threshold levels and confirmed conference attendance and
participation rates; quantify the type and extent of deficiencies and complaints; and calculate
customer satisfaction ratings from conference participants. These metrics will evaluate the
quality of project deliverables and any related requirements or standards in three phases:
before, during, and after the event.

7.3.1 Pre-Event Quality Check

Prior to the event, the project team will monitor and track the number of confirmed attendees,
keynote and guest speakers, sponsors, and exhibitors to verify that recruitment efforts (such as
marketing, promotion, and invitations) have generated the desired level of participation and can
be expected to achieve target revenue levels. Minimum thresholds will be defined by the project
sponsor. Such data will be recorded in the table presented below.

PRE-EVENT Min. Threshold Confirmed Variance

# OF ATTENDEES

# OF SPEAKERS

# OF SPONSORS

# OF EXHIBITORS

7.3.2 Event Quality Check

During the Stark Industries Future Tech Conference, the Event managers and project team will
gather data and feedback from event participants. This includes word of mouth and informal

28
feedback/interviews with speakers, attendees, corporate sponsors, and exhibitors. Additionally,
the Quality Assurance Manager will circulate through the event and perform walkthroughs and
inspections. Any deficiencies, complaints or negative feedback will be documented in a check
sheet that records the nature and frequency of such concerns. An example of the check sheet
to be used is provided in Appendix I.

7.3.3 Post-Event Quality Check

A series of surveys will be distributed to the various types of conference participants at the end
of the Stark Industries Future Tech Conference. This includes the project sponsor, attendees,
speakers, corporate sponsors, and exhibitors. The surveys aim to evaluate satisfaction
pertaining to various aspects of the conference, including: venue; food & drink; panels;
speakers; exhibits; networking. Survey questions are tailored to each type of participant and
address specific aspects of the conference, while the survey developed for the project sponsor
focuses on the overall project and its process.

Surveys will be available on the final day of the event, and electronic copies will be forwarded to
the email addresses of all participants. A follow-up reminder will be sent one week later. The
desired survey response rate is 50% of each survey group, as appropriate (this does not apply
to the project sponsor). Survey questions will be developed using the Likert scale, and the
project will be deemed a success if survey data reveals average satisfaction levels of 3.75/5 on
the Likert scale.

7.3.3.1 Survey #1: Project Sponsor – see Appendix J

7.3.3.2 Survey #2: Attendees – see Appendix K

7.3.3.3 Survey #3: Speakers – see Appendix L

7.3.3.4 Survey #4: Corporate Sponsors – see Appendix M

7.3.3.5 Survey #5: Exhibitors – see Appendix N

7.3.4 Project Management Plan Updates

Quality affecting documents within the Project Management Plan shall be prepared and
controlled in accordance with the quality plan and approved processes. These documents shall
receive the required reviews and approvals, be uniquely identified and distribution formally
established. Other essential policies, plans, procedures, decisions and transactions produced
by each work package are documented to the level of detail as specified by the project team.
Document reviews by subject matter experts, the project team and Quality Manager are
performed at regular intervals throughout the project cycle.

29
As changes are made to the Quality Management Plan, the following plans may also need to be
updated:
 Risk Management Plan
 Scope Baseline
 Requirements Management Plan
 Schedule Management Plan
 Cost Management Plan
 Risk Management Plan
 Procurement Management Plan

Project Documents Updates

As quality management is performed, various documents within the Project Management Plan
may require updates. In particular, the following documents may be impacted by the quality
management process:

 Requirements traceability matrix – as quality control and assurance are performed

throughout the project life cycle the RTM will need to be updated to ensure there is an
accurate link between requirements and updated quality metrics and control.
 Risk register – contains information about the threats and opportunities that may impact
quality requirements. As quality control and assurance are performed through the project
life cycle, the risk register will need to be updated to reflect the current status of threats
and opportunities.
 Stakeholder register – As quality control and assurance are performed throughout the
project life cycle with changing risks and requirements, the stakeholder register will need
to be updated at regular intervals
 Lessons learned register – lessons can be identified at any point during the project life
cycle. Lessons learned will be identified, documented in the Lessons Learned log,
analyzed stored and reviewed. The project team anticipates the majority of lessons
learned to be identified during the project execution phase.

7.4 Methods, Tools and Data

The Quality Management Plan draws on numerous management plans and documents to
determine the requirements of the Stark Industries Future Tech Conference and how they must
be managed for quality. The data inputs, tools and methodology used are outlined below.

Inputs

The quality metrics and quality control activities identified in the Quality Management Plan are
informed by the Project Management Plan, specifically:
 Requirements Management Plan – includes approach for identifying and analyzing
project requirements, including quality requirements and quality metrics
 Risk Management plan – ensures both risks and quality plans work together

30
  Stakeholder engagement plan – includes documenting quality needs and expectations
 Scope baseline – includes the scope statement and WBS, which help identify quality
elements

Project documents

Additional project documented that will need to be reviewed regularly and updated include:
 Assumption log – Assumptions will be documented in the assumptions log and
prioritized based on the level of uncertainty and potential impact to the project.
Assumptions with the highest potential impact will have the highest priority and are likely
to have the greatest impact on quality.
 Requirements documentation – this includes the requirements traceability matrix.
- requirements that will meet stakeholder expectations
- project and product quality requirements
 Risk register – the risk register will identify quality related threats, risks and
opportunities, including those relating to customer acceptance. New or modified quality
risks will be added to the risk register as a result of planning the quality process.
 Stakeholder register – identifies those stakeholders with a particular interest in quality
along with their areas of interest and expertise. Stakeholders who will have a particular
interest with respect to quality will include the project sponsor, corporate sponsors and
exhibitors.
 Enterprise environmental factors – Quality expectations for the project stakeholders
should be considered in the environment in which the end-product is expected to
operate. For the Stark Industries Future Tech Conference, enterprise environmental
factors will include the venue and its ability to support the expected number of attendees
as well as the IT requirements to host a conference.
 Standards and regulations – all relevant generic international, national or local standards
and regulations applicable to the project (liquor license, food safety, fire regulations)

7.5 Data

The data collection methods used pre-event, during the event, and post-event are described
below:

7.5.1 Pre-Event

The Project Team will benchmark the Stark Industries Future Tech Conference against other
comparable conference events with regards to quality metrics. The Project team will also use
interviews to collect data about quality requirements and metrics from Subject Matter Experts
(SME’s), the project sponsor, potential speakers, and potential attendees. This information will
be collected and analyzed to inform the quality requirements and metrics in the Quality
Management Plan.

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7.5.2 Executing the Event

The Quality Assurance Manager, in conjunction with the project team and leads from the venue,
security, IT and conference staff will diligently monitor and track the conference schedule to
ensure that the event is running on time. Additionally, the Quality Assurance Manager can host
a daily pre/post team meeting to learn of issues, plan to mitigate if possible and document in the
Lessons Learned Log.

7.5.3 Post-Event

Data post event will primarily be gathered using surveys to assess the quality and satisfaction of
the conference with the Project Sponsor, Corporate Sponsors, Exhibitors, Attendees and
Speakers. See Appendices J, K, L, M, and N for the survey questionnaires. The results from the
surveys will be analyzed and used to assess quality and any identified issues can be
documented in the issues log and lessons learned log.

7.6 Inspection

During the execution of the event the Quality Assurance Manager, in conjunction with project
team staff, IT staff, security staff and venue staff, will perform walkthroughs and inspections
prior to the start of each day of the event and at regular intervals through the day. The Quality
Assurance Manager will use a checklist to ensure that the set-up of the venue meets the
requirements as defined before the start of each day and will receive updates from the project
team, IT staff, security, and venue staff about any issues affecting the quality metrics identified.
The Quality Assurance Manager will conduct a team huddle or meeting after day one to identify
any deficiencies from the day and apply fixes and contingencies to allow day two to run
smoother.

7.7 Roles and Responsibilities

Clearly defined roles and responsibilities are critical for ensuring the quality of a project.
Therefore, it is important that all Group 4 Consulting employees understand and agree upon the
roles and responsibilities associated with the Stark Industries Future Tech Conference. The
project team is responsible for meeting quality standards when creating assigned deliverables.
The Quality Assurance Manager is responsible for ensuring that all project processes are
conducted in accordance with the accepted principles of good practice in project management
and meet ISO 21500 standards. The event managers are responsible for overseeing overall
quality of the project and meeting stakeholder expectations.

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7.8 Manage/Control

The event managers and project team are committed to monitoring the quality of the project and
responding appropriately in a timely manner. Quality will be managed and controlled in order to
assess performance and ensure project outputs are complete, in accordance with requirements
and standards, and meet the project sponsor’s expectations. This is achieved in the following
ways:

7.8.1 Acceptance Decisions

The quality of the requirements and deliverables produced prior to the conference will be
managed and controlled through the acceptance decisions of the project sponsor. All
deliverables must be approved and signed by the project sponsor. Deliverables deemed
unacceptable by the project sponsor will require reworking and resubmission. Refer to the
Deliverance Acceptance Form in Appendix O. The need to rework or resubmit deliverables may
alter or negatively impact the project scope, schedule, cost, as well as overall customer
satisfaction.

7.8.2 Change Requests

The quality management process may also identify the need to change certain aspects of the
project and relevant project plans. Such changes are managed and controlled through the use
of Change Request Forms, which document the nature and reason for change, as well as the
expected impacts, and require approval. Refer to the Change Request Form in Appendix A. Like
the acceptance decisions process, the need to make changes may negatively impact the project
scope, schedule, cost, as well as overall customer satisfaction.

7.8.3 Responding to Metrics

Data collected prior to the event will addressed through meetings with the project sponsor, and
responded to as required. Any data collected during the conference that suggest necessary
changes will be implemented as promptly as possible, in consultation with the Event managers
and project sponsor. However, the largest and most critical aspect of the Stark Industries Future
Tech Conference is the 2-day event itself. Accordingly, the most significant quality
measurement data cannot be collected until the conference is complete. Therefore, much of this
data cannot be used to make changes or improvements to the conference itself. Instead, this
data will be used in the development of the lessons-learned register.

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8.0 Resource Management Plan
8.1 Purpose

This document describes the Stark Industries Future Tech Conference Resource Management
Plan. The purpose of the Resource Management Plan is to outline the roles and responsibilities
of each team member that will be working on the Stark Industries Future Tech Conference
Project. It will also clearly articulate how team members will be acquired and rewarded in
addition to the team code of conduct that each team member must adhere to. It also includes a
status document template that can be utilized.

8.2 Outputs

There are four outputs of the Resource Management plan: (1) Team Acquisition Plan (2) Team
Rewards and Recognition (3) Team Charter (please see Appendix P) and (4) Responsibility
Assignment Matrix (please see Appendix Q). The Team Acquisition Plan outlines how internal
and external team members will be selected to work on the project. The Team Rewards and
Recognition section outlines how internal and external team members will be selected to work
on the Stark Industries Future Tech Conference. The Team Charter outlines the expected
behavior of each team member to help ensure the expectations are clear. The Responsibility
Assignment Matrix (RAM) outlines what each team member is responsible and accountable for
throughout the project. Also available is a Status Document template that the team can utilize
(please see Appendix V).

8.2.1 Team Acquisition Plan

Internal team members will be selected based on their area of expertise. The core Project Team
is comprised of one Executive Sponsor, one event director, one project office, two event
managers, four event coordinators, one Project Quality Assurance Manager, three team
members and one Business Acceptance Manager. When an issue arises, the event managers
should be made aware of it immediately and kept updated as needed. If the Project Team is
unable to come to a resolution on their own and the project is in jeopardy, the issue can be
escalated to the Stark Industries Project Office, which is comprised of an Executive Committee
who can provide an immediate resolution to ensure the project continues to move forward.

External team members will be selected by the event managers, with input from the project
team. The event managers will determine the number of staff required, the skill set needed and
the hourly wage. Human Resources can assist in sourcing the candidates and ensuring they
meet the qualifications if additional help is needed, however the event managers are the
ultimate decision makers and are responsible for hiring external team members.

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8.2.3 Recognition

Internal team members will be part of a supportive team with an enjoyable work environment.
Each team member’s salary will not be impacted by working on the Stark Industries Future Tech
Conference however there is the option of working flexible hours and working from home once a
week. The event managers will write a performance appraisal for each team member once the
event is complete and the survey feedback has been compiled. The event managers will
provide constructive feedback if performance is lower than the expectation and will also suggest
rewards for those that performed above and beyond. The event managers will also use their
discretion by recognizing the team by offering one additional vacation day to each team member
when a large milestone has been achieved on time and within budget.

8.2.4 Team Charter

Outlines the expectations, in terms of conduct, of each team member and requires sign off from
each team member. It includes the objective of the project, the code of conduct expected from
each team member and guidelines on how the team will communicate. See Appendix P for the
Team Charter.

8.2.5 Responsibility Assignment Matrix (RAM)

The RAM is a chart that shows the participation level that each project team member will have
to execute each deliverable of the Stark Industries Future Tech Conference project. Each team
member is assigned at least one of the following: Responsible (R); Accountable (A); Consulted
(C); Informed (I). Note that only one person can be held Accountable for each deliverable.
Please see Appendix Q.

8.3 Methodology

The project team will gather information from internal and external stakeholders as needed, to
complete their assignment activities on time and on budget. For guidance and reference, they
will also review documents and key learnings from previous event projects that Stark Industries
has executed. Information gathering techniques can be in the form of brainstorming, face-to-
face meetings with internal experts and reviewing documentation from previous events.

8.4 Control

The project team will have weekly status meetings on Tuesday morning at 10 am to discuss the
current status of each activity and the next step. This will allow for transparency so that each
team member is aware of how the project is progressing.

35
9.0 Risk Management Plan
9.1 Purpose

This document describes the Stark Industries Future Tech Conference Risk Management Plan.
The purpose of the Risk Management Plan is to provide guidance and the process for defining
how to conduct risk management activities for the project.

The Risk Management Plan identifies the processes and procedures used to identify and
manage the risk during the course of the Stark Industries Future Tech Conference. In addition to
defining the risk management approach, the plan defines who is responsible for tracking and
reporting risk, how risks will be addressed, and how risk management change requests will be
addressed.

9.2 Outputs

The Stark Industries Future Tech Conference risk management plan was developed through the
risk management planning process that resulted in the following outputs. The methodology for
each project output is described in Section 3.0 Methodology. The outputs of the risk
management plan for the Stark Industries Future Tech Conference will include the Risk Register

9.2.1 Risk Register

The Risk Register captures details of risks involved with the project. The Risk Register lists the
identified project risks, the potential owners of the risk, and lists the potential risk responses.
Potential risk triggers, risk categories, and risk probability and impact are also identified.

For the full Risk Register please refer to Appendix R.

9.3 Methodology

The project team will review data available from the project charter, event research, and
stakeholder meetings. They will also review information related to external projects similar to
this one. The team will use several tools and techniques, including brainstorming, surveys, and
risk-related checklists to assist in risk management.

The following section describes the methodology, tools, techniques and data used to develop
the risk management plan outputs.

9.3.1 Risk Register

The Risk Register was created using a combination of expert judgement, data analysis, and
meetings with stakeholders and the project team. This ensures a comprehensive approach to
risk management.

36
Expert judgement was sought from industry stakeholders and other friendly organizations that
conduct similar scale conferences in other jurisdictions. The group of individuals was selected
due to their specialized training and knowledge in the subject area. During stakeholder and
team meetings, each risk was discussed and other potential risks were further brainstormed and
identified.

The analysis of risk data defined the project risk management context. Both quantitative and
qualitative risk analysis was conducted to determine the probability and impact of each risk. The
risks were prioritized according to their risk score on the Probability - Impact Threat Matrix (see
Appendix S).

The Risk Register includes risk categories. General categories and subcategories for risk on
this project include program risks (e.g. event management and speaker topics), business risk
(e.g. suppliers and cash flow), technical risks (e.g. A/V, venue WIFI and network), registration
risks, sponsorship risks, organizational risks (e.g. executive support, supplier support, attendee
support, and team support), vendor risks (e.g. catering, A/V, and support vendor companies),
and project management risks (e.g. estimate, communication, and resources).

Measurable risk thresholds for each project objective will be documented for key stakeholders.
These thresholds determine the acceptable overall risk exposure and influence the probability
and impact ratings.

9.3.2 Probability - Impact Threat Matrix

Risks were qualitatively and quantitatively assessed using the Probability - Impact Threat Matrix
(see Appendix S). The PIT Matrix helps the project team and event managers assess and
prioritize the overall risk based on its probability and impact. Each risk was evaluated through
the matrix to determine its overall risk score, which helped prioritize the risk in the risk register.

Risk probability and impact will be initially estimated as high, medium, or low based on expert
judgement. High means a 75% - 100% probability or impact, medium means 26% - 74%, and
low means 0% - 25%. If more advanced scoring is needed, the project team will determine an
appropriate approach.

9.4 Control

The risk control processes serve to minimize project risks and potential risk changes. The event
managers will monitor the risk register and risk occurrence through a combination of weekly
team meetings and schedule control techniques. The regular risk management check-ins will
serve to identify areas of concern and avoid and/or mitigate potential project issues. The event
managers will communicate with the project team as required to track project risks and
implement one of the following risk control techniques or risk responses to reduce project risk
probability and impact.

37
The table in Appendix R lists each risk control technique or risk response used in the Stark
Industries Future Tech Conference Project. These risk control techniques/ risk responses are also
included in the project risk register (see Appendix R).

9.4.1 Change Requests

The event managers monitor project risks on a weekly basis through risk management reviews
and team meetings. If any member of the project team determines that a change to the risk
register is necessary, the event managers and team will review and evaluate the change during
the weekly team meeting. During the meeting the team will discuss and determine which tasks
will be impacted by risk register changes as well as the potential impacts on the project scope,
schedule, costs, and resources. If after the evaluation the event managers determines that any
change will exceed the established boundary conditions and risk acceptance thresholds, then a
risk register change request must be submitted. Please see Appendix A for Change Request
Form.

Change requests are submitted by the event managers to the project sponsor for approval if any
of the following conditions is true:

● The project scope is changed

● A new constraint increases the probability and/ or impact of a potential risk
● A new risk with high probability or impact is identified

Any change requests that do not meet these thresholds may be submitted to the event
managers for approval.

Once the change request has been reviewed and approved, the event managers is responsible
for adjusting the risk register and communicating all changes and impacts to the project team,
project sponsor, and stakeholders. The event managers must also ensure that all change
requests are archived in the project records repository.

10.0 Procurement Management

10.1 Purpose
To successfully host the Stark Industries Future Technology Conference, a detailed
procurement management plan is required to obtain the necessary resources and to properly
control the project budget.

The project management team will be responsible for developing the scope of each request for
proposal (RFP) required. The RFP will issue for the following aspects:

38
 ● Security staff
● Furniture and fixture contract
● AV equipment contract
● Event insurance
● Event website Developer
● Caterer contract

10.2 Output

10.2.1 Bid Document - Request for Proposal

 Fixed Price RFP
- Security staff
- Furniture and fixture contract
- AV equipment contract
- Event insurance
 Fixed Price plus Time and Materials
- Event website developer
- Caterer contract

Please see Appendix U for the RFP template.

Request for Proposal – Evaluation Criteria:

Table 3: RFP evaluation matrix.

Invited Vendors (score 1 to 10)

Weight
Items

Vendor C

Vendor D
Weighted

Weighted

Weighted

Weighted

Weighted
Vendor A

Vendor B

Vendor E
(%)

Score

Score

Score

Score

Score
Experience 30
Value-
10
added
Proposal
60
Price
Total Score 100

Table 3 – RFP evaluation matrix will be used to evaluate all vendors being outsourced for the
conference. The vendor with the highest total weighted score will likely be the winner.

Outsource Decision Policy:

As outlined in the Bid Documents section, the listed vendors will be outsourced. Any additional
outsource items will simply be evaluated based on whether the project management team can

39
perform the task internally. This decision will be made by the Event Managers and the
recommendation will be submitted to the Event Director for approval.

Change Request Policy:

Event website developer and caterer are the two procurements that may cause issuance of a
change request once procured. For example, the website functionality may need to be
increased or website support is required more than anticipated. As for the caterer, the number
of guests may exceed the anticipated numbers.

A change request is required to be initiated by either the vendors (Change Notice) or the Event
Manager (Change Initiation). Both type of changes will need to outline the rationale of the
change and the rough order of magnitude/estimate. The change approval process is required
from both the Event Manger, initiated the change or responsible for the change, and Event
Director.

10.3 Methods, Tools and Data Source

10.3.1 Scope

The scope for each RFP will be developed based on the scope of works outlined in the Project
Charter and this Project Management Plan.

 Security staff: 10 security staff will be required to secure the interior of the
conference and the additional 10 security staff will be required to secure the exterior
of the conference which will cover conference entrance, etc. A total of 20 security
staff will be procured for the two days of the conference.
 Furniture and fixture: the required number of furniture will be determined once the
venue is selected as the information will need to be provided to the potential
vendors. The scope will likely include tables and chairs for company booths.
 AV equipment: the scope will include microphones, speakers and projectors. The
quantity will be finalized based one the selected venue.
 Event Insurance: the scope and estimate of the event will be provided to the insurer.
 Event website: a background of the event will be provided in the request for
proposal. The developer will be requested to demonstrate that they can create a
website with multiple tabs and registration functionality, as well as website traffic
support.
 Caterer: the caterer will be required to provide a three courses meal for
approximately 200 guests. Additional guests will be charged per person based on the
price submitted in the request for proposal.

10.3.2 Guideline for identifying vendors for RFP

The strategy to identify vendor for each aspect will be based on vendor’s experience and the
price submitted as part of the request for proposal. The screening process to identify vendor to

40
invite to the RFP process will be led by the Event Manager. Local vendor will be given
preference due to cost benefit and communication effectiveness. Since Toronto is a major city,
the risk of having an uncompetitive procurement is minimal.

10.3.3 Roles and Responsibilities

Event Coordinators and Event Managers will be responsible for screening vendors and invite
them to the RFP process.

Event Director will be responsible for approval of the screening list, issuance of the RFP,
awarding of the contract and all payments required.

10.3.4 Proposal Evaluation Framework

Due to the simplicity of each vendor procurement, the RFP will evaluate based on three criteria,
experience, value-added and price. The price for procurement of the event web developer and
the caterer will be categorized in to two areas, cost for scope and per diem cost for anything
beyond the scope.

A weighted evaluation framework will be utilized with a weighting of 30 percent for experience,
10 percent for value-added and 60 percent for price. Refer to Table 3 – RFP Evaluation Matrix.

10.3.5 Timeline of the Procurement

The procurement timeline for each contract is as follow:

● Screening and shortlisting vendor for the RFP: 1 week
● Preparation of each RFP Document: 2 weeks
● Request for proposal in-market period: 3 weeks
● Evaluation of the proposals: 1 week
● Negotiating term and condition to finalize contract: 3 weeks.

Each procurement will take approximately two and a half months from start to conclusion of the
deal.

10.4 Management and Control

The management of the procurement contracts is minimal for this project and only required for
the procurement of event website developer and caterer.

Event website developer: the cost for development of the website will be fixed price. Terms and
conditions will be structured for change order in circumstance that the website needs to be
altered. All change orders for development of the website will require an approval from the
Event Director. Once the website is created, an event coordinator will be assigned to manage

41
the registration and traffic of the site. The developer will be required to submit hourly rate as part
of the RFP. This fee will be for website support once the site is online.

Caterer: the vendor will be requested to submit a fixed price for 200 guests and effort to host the
event. Additional guest will be subject to the per guest price submitted by the vendor as part of
the RFP process.

Number of additional guests is a risk to the project budget; however, this number can be
controlled by the team by limiting number of registrations.

11.0 Communications Management Plan

11.1 Purpose

The purpose of this Communication Management Plan is to inform the project team responsible
to deliver the Stark Industries Future Tech Conference the communications goals, strategies
and means based on each stakeholder needs.

Communications planning activities identify the appropriate level of communication for each
project stakeholder, what information should be distributed and the frequency of the
communications.

The ultimate goal is to have a clear plan to generate, collect, disseminate and store all relevant
information that will assist in delivering a successful and profitable Tech Conference.

This Communication Management Plan will cover the following items:

● Conference Stakeholders communication requirements;
● Format and content of information to be shared between event participants;
● Frequency and means of communication;
● Escalation procedures.

11.2 Output

The main output of this Communication Management Plan is the Event Communication Matrix
presented below:

Stakeholder Information Communication Frequency Responsible Escalation

Required Format Procedure

Elias Update on A two-page Bi-weekly Event None

Executive budget, status report managers
Sponsor number of delivered by
registration, email

42
 schedule,
and major
issues

Stark Track Use the Monthly Event Project Office

Industries expenses Enterprise managers can escalate
Project and Resource any major
Office schedule Planning issue by
progress software sending
assigned by the memo directly
company to to Project
generate the Sponsor
standard
progress report

Janelle Project main A project status Weekly Project Team Event

Event activities report sent by managers
managers progress email informing must escalate
on budget, any major
schedule and issues to
main issues Project
Sponsors

Matt Completed Use the At the end of Project Team Inform project
Project event completed the member office and
Quality feedback survey report conference assigned to project
Assurance surveys tool generated compile the sponsors on
Manager by Survey feedback major areas
Monkey surveys of
platform improvement

Seng Budget Budget follow Quarterly Event must escalate

Business performance up form managers to Project
Acceptance provided by Sponsor any
Manager PMBO budget
deviation
greater than
15%

Staff and Report on One-hour Weekly Team lead Inform Event

Project project meeting. from each managers on
Team status and Meeting minutes major activity any major
progress of recorded have from WBS issue
major WBS to be distributed
activities no later than
two days after
the meeting

General Contents Update Bi-weekly Marketing None

Public and relevant to conference team lead
Attendees artificial website with any and web

43
 intelligence, content related developer
smart cities, to the
autonomous conference
vehicles, scope and
financial important dates
tech, and
mobile
devices

Key Provide Two-hour web First Event Escalate to

Speakers subject conference to meeting one managers Project
scope to discuss year prior to and project Sponsors any
develop presentation the Team major issue
presentation agenda and conference members with Key
for the event material and two involved in Speakers
other the content Availability
meetings 90 development and
and 30 days presentation
prior to the contents
conference

Exhibitors Provide Contract for Three Event Escalate to

information sponsorship months prior managers Project
on to the Sponsors any
sponsorship conference issue related
packages, to
booth layout sponsorship
and by exhibitors
installation

Venue, Inform final Provide email 90 days Project Team Inform Event
Catering number of with information prior to the members managers on
and A/V attendees on event setup, event responsible any issue
Services catering and for venue and regarding
A/V catering space setup
requirements and catering

11.3 Methods, Tools and Data Source

This Communication Management Plan has been developed through extensive consultation
with major stakeholders involved and impacted by the Stark Industries Future Tech Conference.

The information on this plan and the most current version of the Event Communication Matrix
will be displayed in the conference intranet page.

In order to have an effective and practical communication management plan, the Event
managers and his team has engaged each stakeholder assessing its own requirements, best

44
technology to communicate, urgency of the information, number of communication links,
communication styles and cultural aspects.

11.4 Management and Control

This Communication Management Plan and Event Communication Matrix will be updated on a
monthly basis through a specific meeting hosted by the Event managers with the project team to
evaluate the effectiveness of the communication means and methods described previously.

Any revision of the Event Communication Matrix will be issued by the Event managers with
track changes and version control. Oldest versions will be kept in the project archive repository,
and the current version will be displayed in the Event Intranet page.

12.0 Stakeholder Management Plan

12.1 Purpose

This Stakeholder Management Plan includes the processes required to identify the people,
groups and organizations that could affect or be affected by the Stark Industries Future Tech
Conference, to analyze stakeholder expectations and their impact in this conference, and to
develop appropriate strategies and tactics for effectively engaging stakeholders in a manner
appropriate to the stakeholders’ interest and involvement in this project.

The Stakeholder Management Plan helps ensure that all stakeholders impacted by this
conference are effectively involved in decisions and execution throughout the lifecycle of this
project.

This Stakeholder Management Plan includes:

 Identification of Stakeholders – by name and title of the people significantly influenced by

this event.
 Stakeholder Management – identify the strategies and mechanisms that will be used to
achieve the greatest support of stakeholders and minimize its resistance.
 Control Stakeholder Engagement – describes the methods that will be used to monitor
stakeholder engagement and alert the project team if problems are surfacing.

As mentioned above, the project team is assessing each stakeholder position, as well as their
impact on the conference and how they are effected. One purpose is to identify and categorize
individuals and/or groups so that appropriate attention can be given to each one per the level of
engagement needed. To help in this process, the project team will use the following
Power/Interest Grid to categorize each stakeholder.

45
To confirm the Stakeholder Identification and Analysis process is accurate and complete, the
conference project team, led by the Event managers, will help facilitate a series of reviews with
focus on the Project Sponsors and Exhibitors to validate that their issues and concerns have
been captured accurately.

12.2 Output

The main output from this plan is the Stakeholder Engagement Matrix provided below.

Stakeholder Power Interest Current Management Strategies

(Name/title) Engagement

Elias High High Leading Provide monthly updates on project

Executive progress, milestones achievements,
Sponsor budget and major issues that
requires senior guidance.

Stark Industries Medium High Supportive Quarterly reporting on budgeting

Project Office expenditures using company
integrated system.

Janelle Medium High Leading Select and engage a sound and

Event managers multidisciplinary project team to
provide all support during the
project life cycle.

46
 Matt Medium Medium None Engage prior to the conclusion of
Project Quality any major delivery and provide
Assurance documental support during internal
Manager and external auditing. Escalate any
quality issue as it arises.

Seng High Medium Supportive Keep informed during the planning

Business phase through bi-weekly meetings
Acceptance prior to signoff.
Manager

Staff and Project Low Medium Supportive Establish challenging milestones

Team and motivate them with bonus on
performance for each major
deliverable accomplishment.

General Public Low Medium None Keep conference website updated

and Attendees on a weekly basis providing content
relevant to the scope of the
conference. Engage marketing
actions to attract the target number
of attendees.

Key Speakers Medium High None Promote the benefits of the

exposure on this conference and
provide space on conference
website and media channels
enhancing its public image.

Exhibitors High High Initial Engage in partnerships informing on

approach the business benefits of exposing.

Venue and Low High Initial Provide list of requirements and

Catering approach check for partnering opportunities
Services prior to the event.

City of Toronto Low Low None Inform city staff for any permitting
application required.

12.3 Methods, Tools and Data Source

During the project life, the Project Team will systematically foster an appropriate stakeholder
engagement in all activities. The key benefit of this process is that it allows the Event managers
to increase support and minimize resistance from stakeholders, significantly increasing the
chances to achieve our desirable success.

To effectively manage the Stakeholder Engagement Matrix, the project team will utilize the
Communication Plan and the strategies identified above to communicate project related
information to all key stakeholders in a proactive and timely manner. Managing stakeholder

47
engagement helps to increase the probability of success in this conference by ensuring that
stakeholders clearly understand the event goals, objectives, benefits, and risks.

In line with the analysis above, the project team will also be actively listening and soliciting input
and feedback to make sure communications are being received and understood, and also to
capture important information to help make adjustments and to respond to problem areas.

Other project artifacts will factor into Stakeholder Management Plan as well, including the list of
Change Control Requests, both of which consider the impact on stakeholders. The project
Issues Log is another tool to collect, document, and address concerns raised by stakeholders
and stakeholder management risks that have materialized into issues that must be managed.

12.4 Management and Control

To ensure accuracy and effectiveness of the Stakeholder Management Plan, the Project Team,
led by the Event managers, will have a monthly meeting to update the status of the stakeholder
engagement matrix.

During the meeting the Event managers and his team will access the current power/interest
status of each Stakeholder. A checkup will also be performed on the current engagement level
of each Stakeholder.

After the meeting a minute will be circulated with action items to address any potential
management strategy changes, and a status report will be issued for the entire team.

Constant engagement with Key Players such as the Project Sponsors and Exhibitors will be
performed through monthly reports and meetings.

48
Project Management Plan Approval

The undersigned acknowledge they have reviewed the Stark Industries Future Tech Conference
Project Management Plan and agree with the approach it presents. Changes to this Project
Management Plan will be coordinated with and approved by the undersigned or their designated
representatives.

Signature: Date:

Print Name:

Title:

Role:

Signature: Date:

Print Name:

Title:

Role:

Signature: Date:

Print Name:

Title:

Role:

49
APPENDIX – TABLE OF CONTENTS

TABLE OF CONTENTS
SECTION PAGE
Appendix A – Change Request Form 51
Appendix B – Requirements Management Plan 52 - 54
Appendix C – Requirements Traceability Matrix 55 - 61
Appendix D – Work Breakdown Schedule 62 - 63
Appendix E – Performance Report Form 64
Appendix F - Schedule 65 - 66
Appendix G - Activity 67 - 86
Appendix H – Schedule Control Techniques Defined 87 - 90
Appendix I – Sample Check Sheet 91
Appendix J – Sample Project Survey 92
Appendix K – Sample Attendee Survey 93
Appendix L – Sample Speakers Survey 94
Appendix M – Sample Corporate Sponsors Survey 95
Appendix N – Sample Exhibitor Survey 96
Appendix O – Deliverable Acceptance Form 97
Appendix P – Team Charter 98
Appendix Q – Responsibility Assignment Matrix 99
Appendix R – Risk Register 100 - 103
Appendix S – Probability Impact Matrix 104
Appendix T – Risk Control Techniques/Responses 104
Appendix U – RFP Template 105 - 107
Appendix V – Status Report Template 108

50
APPENDIX A: CHANGE REQUEST FORM

Stark Industries Future Tech Conference Change Request

Project Name:

Date Request Submitted:

Title of Change Request:

Change Order Number:

Submitted By:
Description of change requested:

Events that made this change necessary or desirable:

Justification for the change/why it is needed/desired to continue/complete the project:

Impact of the proposed change on:

Scope: Schedule: Cost:
Staffing: Other:
Suggested implementation if the change request is approved:

Required approvals:
Name/Title: Date: Approve/Reject

51
APPENDIX B: REQUIREMENTS MANAGEMENT PLAN

1.0 Purpose

The Requirements Management Plan is used to document the necessary information required
to effectively manage the project requirements for the Stark Industries Future Tech Conference
and will be used in determining the scope of the project.

The processes defined in the Requirements Management plan will provide a blueprint for how
the requirements will be identification, defined, analyzed, and traced through delivery. The
Requirements Management Plan also includes the Requirements Traceability Matrix.

2.0 Outputs

The Stark Industries Future Tech Conference Requirements Management Plan was developed
as part of the scope management planning process and will inform the overall scope of the
project. The primary output of the Requirements Management Plan are Requirements
Documentation and Requirements Traceability Matrix (see section 2.1). The Requirements
documentation includes: business requirements, stakeholder requirements, project
requirements and quality requirements. The methodology used to inform the Requirements
documentation and Requirements Traceability Matrix will be described in section 3.

2.1 Requirements Documentation

The process of defining and documenting stakeholder and project requirements is important to
define the project scope and meet the project objectives.

2.1.1 Definitions

Requirement: a requirement describes a condition or capability that must be

satisfied that is derived directly from user needs or stated in a contract, standard,
specification or other formal agreement.

Deliverable: a product or service that is produced as a result of a process and

satisfies a milestone.

Business Objective: describes a specific and measurable result that a company

aims to achieve.

Traceability: the ability to trace a project element to other related project

elements and to a requirement.

52
2.2 Summary of Requirements

2.2.1 Business Requirements

The business objectives for the Stark Industries Future Tech Conference as identified by
the Project Sponsor are to:
· Grow business development opportunities through attracting event
attendees that may be interested in Stark Industries products and services
· Increase partnerships with new companies, industry experts and innovative
startup tech firms
· Highlight emerging industry trends to inform further Stark Industries
research and development efforts
· Enhance brand recognition as an industry leader through hosting the largest
future tech conference of the year
· Complement corporate human resources recruitment strategies and source
new talent

2.2.2 Stakeholder Requirements

A summary of the stakeholder requirements is to hold 2-day technology conference in

downtown Toronto with a focus on new and emerging technologies, generate new
business development leads and partnership opportunities, enhance the Stark Industries
brand as a leader in the technology field, and facilitate networking, collaboration and
information sharing with industry leaders, experts, other businesses and governments.
The event is also expected to be revenue neutral, and costs must me managed so that
the event does not exceed the budget.

2.2.3 Project Requirements

A summary of the project requirements includes clearly defining an overall concept for
the conference securing a venue, keynote speakers, sponsorship, marketing and
promotions, attracting potential attendees, staffing and running a high quality event.
Please see the Requirements Traceability Matrix for detailed requirements.

2.2.4 Quality Requirements

A summary of the quality requirements includes ensuring the event runs on schedule,
using checklists to ensure that conference elements are set up per the defined
requirements and scope, tracking quality metrics for speakers, sponsors and attendees
via a post event survey. The desired satisfaction rates for attendee, speaker, corporate
sponsor and exhibitor surveys is an average of 3.75/5 on the Likert scale. For the
complete Quality Management Plan, refer to section 7.0.

53
2.3 Requirements Traceability Matrix (RTM)

All mandatory requirements will be included in the RTM in Appendix C. The objective of the
RTM is to understand the source of the requirements, inform the scope of the project, verify that
implementation fulfills all requirements of the project, and manage changes to the requirement.

3.0 Methodology

The following section will describe the methodology, tools, techniques and data used to develop
the requirements management plan and RTM.

The data/inputs to determine the Requirements documentation for the Stark Industries Future
Tech conference includes the high-level scope, product descriptions, assumptions and
constraints as documented in the Project Charter. Additionally, business and stakeholder
requirements for this project will be determined primarily by the project sponsor. Project and
quality requirements will be added by the project team based on the following data-gathering
techniques: brainstorming, interviews with industry experts, focus groups, and benchmarking.
All requirements will be documented in the Requirements Management Plan, with detailed
requirements in the Requirements Traceability Matrix. The requirements management plan will
then inform the scope management plan. Requirements will be tracked by the person in charge
of each deliverable and reported as part of the normal reporting processes, such as weekly
status reports and monthly review meetings.

The tools and techniques used to generate the Requirements Management Plan includes
reviewing and analyzing documentation collected that is relevant to requirements. Members of
the project team can also collect data by attending or shadowing a comparable tech conference.
The project team will analyze and prioritize requirements using multi-criteria decision analysis to
establish criteria, evaluate and rank requirements according to the priorities set by the
stakeholders and project Sponsor.

4.0 Manage/Control

Appropriate project stakeholders will analyze, authorize, track, and report changes to
requirements. The event managers must be informed in advance of potential changes to
requirements and be involved in the decision process to approve those changes. Changes to
requirements may affect scope, cost and schedule. The approved change management process
must be followed for any change requests related to requirements management. Any change
that will impact the project’s cost or schedule significantly must be approved by the customer
and event managers.

54
APPENDIX C: REQUIREMENTS TRACEABILITY MATRIX (RTM)

Requirements Traceability Matrix

Req. Requirement Deliverable Business Required Contact WBS ID

# Objective By

1.0 Concept

1 Define overall Concept Establish a Event Janelle 1.0.1

conference Development concept that is managers
concept through unique and
interviews with relevant to the
sponsors and key tech industry
stakeholders

2 Develop a list of Key Topic Selection Create key topic Project Paul 1.0.1.1
key topics through list that is Team
sponsor appealing to
interviews and attendees and
focus groups with sponsors
potential
attendees

3 Hire marketing Conference Branding Create brand Project Rodrigo 1.0.2

and promotion recognition that Team
firm to help differentiates the
develop overall conference from
conference brand competitors and
and marketing generates interest
ideas

4 Hire graphic Conference Logo Brand recognition Project Fatima 1.0.2.1

designer to create Team
a logo that is
simple, unique
and captures the
essence of the
event

1.1 Venue

55
 1 Secure an event Event Space Reserve event Project Elias 1.1.1
space that can space for Sponsor
host up to 600 conference
people (500
attendees, plus
sponsors,
exhibitors, staff,
and volunteers)
and support a
multi-day tech
conference in the
preferred location

2 Negotiate with Preferred Hotel Rates Reduced pricing Project Elias 1.1.2
nearby hotels in for Sponsor
the preferred accommodations
location to secure is attractive and
reduced priced for convenient for
rooms and a potential
minimum amount attendees
of rooms

3 Ensure Permits/Licenses Fulfill all legal Project Matt 1.1.3

appropriate requirements and Quality
permits and reduce liabilities Assurance
licenses are Manager
obtained (i.e.
Liquor license
etc.…)

4 Secure insurance Insurance Mitigate potential Project Matt 1.1.4

for the conference risks and fulfill Quality
legal Assurance
requirements Manager

5 Hire an event Decorations Create a visually Project Paul 1.1.5

designer to appealing Team
evaluate venue atmosphere that
space and is comfortable
arrange and fits well with
decorations the branding

1.2 Speakers

1 Identify and select Keynote Speakers Notable industry Project Elias 1.2.1
industry leaders leaders to Sponsor
relevant to the promote
conference conference and
concept ticket sales

56
 2 Open call for Open call for Promote Project Paul 1.2.2.1
abstracts for speakers conference and Sponsor
additional ticket sales
speakers

3 Expert panel to Select Additional Promote Project Paul 1.2.2

select additional speakers conference and Sponsor
speakers ticket sales

4 Confirm Final Speaker List Informs program Project Paul 1.2.4

attendance of and promotes Team
keynote and conference and
additional ticket sales
speakers

5 Secure travel Travel Arrangements Encourage guest Project Rodrigo 1.2.4.1

arrangements for speakers and Sponsor
speakers create interesting
panel

6 Secure Hotel Encourage guest Project Janelle 1.2.4.2

accommodations Accommodations speakers and Sponsor
for speakers create interesting
panel

7 Invite and confirm Panel Moderator Create Project Janelle 1.2.5

panel moderator informative and Sponsor
entertaining panel

8 Secure travel Travel Arrangements Attract panel Project Rodrigo 1.2.5.1

arrangements for moderator to help Sponsor
panel moderator meet conference
objective

9 Secure Hotel Attract panel Project Rodrigo 1.2.5.2

accommodations Accommodations moderator to help Sponsor
for speakers meet conference
objective

1.3 Sponsors

1 Secure corporate Sponsors Generate revenue Project Elias 1.3.1,

sponsors related through corporate sponsor 1.3.2
to the conference sponsorship of
concept event

2 Provide space for Sponsor Booths Encourage Project Janelle 1.3.3

sponsors to corporate Sponsor
advertise sponsorship

57
 3 Solicit corporate Sponsored Gift Bags Provide Project Rodrigo 1.3.4
sponsors for interesting gift for Team
products to be attendees
distributed in
attendee gift bags

1.4 Attendee Registration

1 Hire marketing Marketing and Attract attendees Project Fatima 1.4.1

and promotion Promotion and generate Team
firm ticket sales

2 Create and Website Help generate Project Fatima 1.4.2

maintain website awareness to Sponsor
that provides drive ticket sales
information and corporate
related to the sponsorship
conference

3 Distribute Invitations Generate ticket Project Fatima 1.4.3

invitations sales Sponsor
electronically to
potential
attendees in the
future tech
industry. The goal
is to attract 2000
attendees

4 Organize online Registration/Ticketing Generate ticket Project Fatima 1.4.4

event registration sales Team
and management
software

5 Email event Event Reminder Encourage strong Project Fatima 1.4.5

reminder 1 month attendance level Team
and 1 week prior
to start of event

1.5 Food & Drink

1 Secure contract Select Catering Provide a high- Project Janelle 1.5.1

with a catering Company quality selection Sponsor
company that can food and drink to
provide food and satisfy conference
drink for guests
approximately
2000 people for
specified meals
over the 2-day
period

58
 2 Sample and Sample Food & Drink Ensure food and Event Janelle 1.5.1.1
confirm food and drink meets managers
drink selections contract
for the various requirements
meals

3 Confirm catering Catering Staff Ensure high Project Paul 1.5.1.2

staff and server Requirements quality service for Team
requirements conference
guests

4 Reserve Networking Event Provide Project Paul 1.5.3

bar/restaurant networking Sponsor
opportunity

5 Promote and Networking Event Ensure strong Project Fatima 1.5.3.3

publicize attendance of Team
networking event networking event

1.6 Staff

1 Hire event space Event Space Ensure event runs Event Janelle 1.6.2.1
manager Manager smoothly managers

2 Establish contact Concierge Help meet the Project Rodrigo 1.6.2.2

with concierge of needs of Team
venue/hotel conference
guests

3 Hire staff to assist Set-Up/Clean-Up Provide an Project Fatima 1.6.2.3

in the set-up and Team organized and Team
clean-up of event clean conference
space space

4 Secure volunteer Volunteers Provide learning Project Fatima 1.6.3

staff to assist with experience Sponsor
registration and opportunities
help/info desk

5 Hire IT team to Audio-Visual and IT Provide Project Seng 1.6.4

provide secure Support Team technology Sponsor
WiFi, presentation support that
equipment, and reflects the
troubleshooting conference
concept

6 Hire trained Security Provide a safe Project Matt 1.6.5

security team for environment for Sponsor
the 2-day event conference
guests

59
 1.7 Exhibitors

1 Identify and invite Exhibitors Generate revenue Project Elias 1.7

exhibitors related through exhibitor Sponsor
to conference fees
concept

2 Provide Exhibitors Ensure strong Project Rodrigo 1.7.4

conference and exhibitor turnout Team
travel information
to exhibitors

1.8 Programme

1 Create Develop Programme Create interesting Project Elias 1.8.1.1

programme programme for Sponsor
agenda attendees

2 Coordinate Programme Maximize Project Fatima 1.8.1.2

programme Coordination availability of Team
scheduling with speakers,
speakers, corporate
corporate sponsors,
sponsors, and exhibitors
exhibitors

3 Finalize and Finalize and Keep attendees Project Fatima 1.8.1.3

distribute Distribute Programme informed on the Team
programme to all agenda and
attendees, various
corporate conference
sponsors, and components
exhibitors

4 Print paper copies Final Programme Keep attendees Project Fatima 1.8.1.4
of final Printed and Uploaded informed on the Team
programme and agenda and
upload electronic various
copy to conference
conference components
website

1.9 Feedback

1 Collect feedback Feedback Survey Collect important Project Matt 1.9.1.1

data through a information about Quality
survey to be successes and Assurance
distributed to failures that can Manager
attendees, be applied to
sponsors, and future events
exhibitors

60
 2 Draw on feedback Lessons Learned Collect and Project Matt 1.9.2
survey data and Register organize key Quality
project team project-related Assurance
brainstorming to data that identify Manager
complete lessons relevant lessons
learned register

61
APPENDIX D: WORK BREAKDOWN STRUCTURE (WBS)

STARK INDUSTRIES
FUTURE TECH
CONFERENCE

1.0 Concept 1.1 Venue 1.2 Speakers 1.3 Sponsors

1.0.1 Concept 1.0.2 1.1.1 Event 1.2.3 Final 1.2.4 Panel 1.3.1 Sponsor 1.3.2 Sponsor 1.3.3 Sponsor
Development Conference Space Speakers List Moderator Invitations Confirmations Booths 1.3.4
1.2.1 Selection 1.2.2 Open Call Sponsored
Branding Reservation
of Key for Additional Gifts/SWAG
Speakers Speakers Bags
1.0.1.1 Key 1.2.3.1 Travel 1.2.4.1 Travel 1.3.3.1 Booth
Topic Selection 1.1.2 Prefered Arragenments Arrangements Layout
1.0.2.1 Hotel Rates
Conference
Logo
1.2.3.2 Hotel 1.2.4.2 Hotel
1.1.3 Permits / Accommodatio Accommodatio
Licenses ns ns

1.1.4 Insurance

1.1.5
Decorations

STARK INDUSTRIES
FUTURE TECH
CONFERENCE

1.4 Attendee 1.5 Food and

1.6 Staff
Registration Drink

1.4.3 1.4.5 Event 1.5.1 1.5.2 Food 1.5.3 1.6.2 1.6.3 1.6.4 Audio-
1.4.1 Market 1.4.2 Website 1.4.4 1.6.1 Project 1.6.5 Security
Invitations Reminder Catering Selection Networking Venue/Hotel Volunteers Visual and IT
and Registration Team
Company Event Staff Support
Propotion / Ticketing Selection
Selection Team
1.4.2.1 1.5.2.1 Day 1 1.6.3.1
Website Lunch 1.5.3.1 Bar Registration
1.4.1.1 Social 1.6.2.1 Event
Creation 1.5.1.1 Food and Team 1.6.4.1
Media Space
Sampling Restaurant Presentation
Manager
1.5.2.2 Day 1 Selection Equipment
1.4.2.2 Cocktail
Website Hour 1.6.3.2
Updates and 1.5.1.2 1.5.3.2 Bar Help/Info
Catering Staff 1.6.2.2 1.6.4.2 WiFi
Maintenance and Concierge Desk
and Server Restaurant Provision
Reqirements 1.5.2.3 Day 1 Reservation
Dinner
Reception
1.6.2.3 Set-up 1.6.4.3
1.5.3.3 Event Troubleshoot
Promotion Clean-up
1.5.2.4 Day 2 Team ing Team
Breakfast

1.5.2.5 Day 2
Lunch

62
 STARK INDUSTRIES
FUTURE TECH
CONFERENCE

1.7 Exhibitors 1.8 Programme 1.9 Feedback

1.7.1 Identification and 1.7.3 Final Exhibitor 1.7.4 Exhibitor 1.8.1 Develop
1.7.2 Invitations 1.9.1 Feedback Survey 1.9.2 Lessons Learned
Selection List Arrangements Programme Plan

1.7.4.1 Transport 1.9.1.1 Survey Quetion

1.8.1.1 Agenda Creation
Information Creation

1.8.1.2 Coordination
1.7.4.2 Conference with Speakers, 1.9.1.2 Survey
Information Exhibitors and Distribution
Sponsors

1.8.1.3 Programme 1.9.1.3 Completed

Adjustment Survey Collection

1.8.1.4 Finalized
Programme and
Distribution

1.8.1.5 Final
Programme Uploaded
and Printed

63
APPENDIX E: PERFORMANCE REPORT FORM

Progress Report
Project Name:
Event managers Name:
Date:
Reporting Period:
Work completed this reporting period:

Work to complete next reporting period:

What’s going well and why:

What’s not going well and why:

Suggestions/Issues:

Project Changes:

64
APPENDIX F: SCHEDULE

65
66
APPENDIX G: ACTIVITY LIST

Activities List

Activity Activity Attribute Activity Duration

Estimates

Name: Project Kick-off Predecessor: N/A Estimate: 15 days

WBS Number: N/A Successor: Define Concept Basis of estimate: The
Logical Relationships: Start to project kick-off
start commences project
Leads and Lags: N/A planning and execution.
Resource Requirements:
Team meeting
Constraints: N/A
Imposed dates: N/A
Assumptions:
The project kick-off activity
takes places during the first
project execution meeting.

Concept

Name: Define Concept Predecessor: Project Kick-off Estimate: 7 days

WBS Number: 1.1.1 Successor: Develop Basis of estimate:
conference branding Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags:N/A
Resource Requirements:
project team
Constraints:N/A
Imposed dates: N/A
Assumptions: Will involve
working with project team and
using data collected from
similar events, sponsor
requirements, and expert
judgement.

Name: Develop conference Predecessor: Define concept Estimate: 19 days

branding Successor: Develop Basis of estimate:
WBS Number: 1.1.1.1 conference logo Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None

67
 Imposed dates: None
Assumptions: Will involve
working with project team and
using data from definition of
conference concept.

Name: Develop conference logo Predecessor: Develop Estimate: 19 days

WBS Number: 1.1.1.1.1 conference branding Basis of estimate:
Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements: None
Constraints: None
Imposed dates: None
Assumptions: Finalized based
consistency with conference
brand.

Venue

Name: Research potential Predecessor: Define Concept Estimate: 10 days

venues Successor: Visit potential Basis of estimate:
WBS Number: 1.1.1 venues Based on PERT
Logical Relationships: Finish to weighted average of
start activity. This will allow
Leads and Lags: None time for communicating
Resource Requirements: None with venues and
Constraints: None determining price.
Imposed dates: None
Assumptions: Will involve the
project team searching for
venues that meet conference
requirements. Venues must be
accessible and located in or
near downtown Toronto.

Name: Visit potential venues Predecessor: Research Estimate: 10 days

WBS Number: 1.1.1 potential venues Basis of estimate:
Successor: Request for Based on PERT
proposal/ price sent to venues weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: none
Assumptions: Two members of
the event team will visit each of

68
 the top five venues prior to
committing to a contract.
Venues will be selected after
they have been visited.

Name: Request for proposal/ Predecessor: Visit potential Estimate: 10 days

price sent to venues venues Basis of estimate:
WBS Number: 1.1.1 Successor: Select venue Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: After visiting
venues RFPs and RFQs will
be issued to top five venues for
comparison.

Name: Select venue Predecessor: Request for Estimate: 3 days

WBS Number: 1.1.1 proposal/ price sent to venues Basis of estimate: Once
Successor: N/A quotes are reviewed
Logical Relationships: Finish to against selection criteria
start and team meeting, the
Leads and Lags: None decision will be made to
Resource Requirements: None book the venue.
Constraints: None
Imposed dates: None
Assumptions: Venue will be
selected in one day after RFPs
and RFQs are reviewed
through team meeting.

Speakers

Name: Research speakers Predecessor: Determine event Estimate: 20 days

WBS Number: 1.2.1 requirements Basis of estimate:
Successor: Contact speakers Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Potential
speakers will be researched
based on sponsor interest,

69
 expertise in subject, and “draw
factor”.

Name: Contact speakers Predecessor: Research Estimate: 40 days

WBS Number: 1.2.2 speakers Basis of estimate:
Successor: Confirm speakers Based on PERT
Logical Relationships: Start to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Contact
speakers through email or
mutual contacts if necessary.

Name: Confirm speakers Predecessor: Contact Estimate: 5 days

WBS Number: 1.2.3 speakers Basis of estimate:
Successor: N/A Based on PERT
Logical Relationships: Start to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Once confirmed,
speakers will be fully available
for event dates.

Name: Finalize speaker travel Predecessor: Confirm Estimate: 10 days

arrangements speakers Basis of estimate:
WBS Number: 1.2.4.1 Successor: N/A Based on PERT
Logical Relationships: Start to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Speakers will be
responsible for getting to the
airport or train station on time if
the required mode of
transportation. Travel by car
will be reimbursed based on
speaker preference.

70
Name: Confirm speaker hotel Predecessor: Confirm Estimate: 3 days
accommodations speakers Basis of estimate:
WBS Number: 1.2.4.2 Successor: N/A Based on PERT
Logical Relationships: Start to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Once travel
arrangements are made, hotel
accommodations will be
booked.

Food & Drink

Name: Research caterers Predecessor: Define Concept Estimate: 23 days

WBS Number: 1.5.1 Successor: Meet with potential Basis of estimate:
caterers/ meal tastings Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Event caterers
will prefer local companies that
can meet the quality and menu
requirements.

Name: Meet with potential Predecessor: Research Estimate: 16 days

caterers/ meal tastings caterers Basis of estimate:
WBS Number: 1.5.1.1 Successor: Select caterer and Based on PERT
finalize contract weighted average of
Logical Relationships: Start to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Two members of
the team will meet with and
taste test the top five caterers
to ensure requirements will be
met. The quality of the meals
tasted is expected to be the

71
 quality of the meals at the
event.

Name: Select caterer and finalize Predecessor: Meet with Estimate: 10 days
contract potential caterers/ meal Basis of estimate: Once
WBS Number: 1.5.1.2 tastings team has reviewed
Successor: N/A caterers, a decision will
Logical Relationships: Finish to be made through team
start meeting.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Caterers will be
available and provide staff on
events dates.

Sponsors

Name: Research potential Predecessor: Define concept Estimate: 20 days

sponsors Successor: Develop Basis of estimate:
WBS Number: 1.3.1 sponsorship package Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Through expert
judgement, sponsor
requirements, and analysis of
industry leaders, suitable
sponsors will be identified.

Name: Develop sponsorship Predecessor: Research Estimate: 18 days

package potential sponsors Basis of estimate:
WBS Number: 1.3.1 Successor: Contact potential Based on PERT
sponsors/ send out weighted average of
sponsorship package activity.
Logical Relationships: Start to
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Through team
meetings and consultation with

72
 business development experts,
a sponsorship package will be
developed with multiple
sponsorship levels and
curtailed for each sponsor.

Name: Contact potential Predecessor: Develop Estimate: 30 days

sponsors/ send out sponsorship sponsorship package Basis of estimate:
package Successor: Confirm event Based on PERT
WBS Number: 1.3.1 sponsors weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
project team
Constraints: None
Imposed dates: None
Assumptions: Sponsorship
packages will be sent to
sponsors previously identified
to sponsors through research.
Packages will be pdf
documents sent by email.

Name: Confirm event sponsors Predecessor: Contact potential Estimate: 10

WBS Number: 1.3.2 sponsors/ send out Basis of estimate:
sponsorship package Based on PERT
Successor: Design sponsor weighted average of
booth layout activity.
Logical Relationships: Finish to
start
Leads and Lags: None
Resource Requirements:
project team
Constraints: None
Imposed dates: None
Assumptions: Sponsors may
take time to respond due to
budgetary constraints or timing
of their company fiscal cycle.

Name: Design sponsor booth Predecessor: Confirm event Estimate: 11 days

layout sponsors Basis of estimate:
WBS Number: 1.3.3.1 Successor: Finalize Based on PERT
conference theme, brand and weighted average of
logo activity.
Logical Relationships: Finish to
start
Leads and Lags: None

73
 Resource Requirements:
Project team
Constraints: none
Imposed dates: None
Assumptions: The floor plan for
booth layout will be made once
all sponsors are finalized.

Name: Create sponsored gift/ Predecessor: Confirm Estimate: 15 days

swag bags sponsors Basis of estimate:
WBS Number: 1.3.4 Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Gifts will be
purchased for all event
speakers. Swag bags for event
attendees will be created with
items from event sponsors.

Venue

Name: Design event layout and Predecessor: N/A Estimate: 19 days

floor plan Successor: Finalize furniture Basis of estimate:
WBS Number: 1.1.1 and fixture contract Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Floor plan will be
created within the constraints
of the venue. The venue will be
selected to accommodate
event requirements and
number of attendees.

Name: Finalize furniture and Predecessor: Design event Estimate: 19 days

fixture contract layout and floor plan Basis of estimate:
WBS Number: 1.1 Successor: Finalize AV Based on PERT
equipment contract weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None

74
 Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Furniture for
main stage will be included as
part of venue contract. Third
party vendor will be selected
for furniture set up and take
down.

Name: Finalize AV equipment Predecessor: Finalize furniture Estimate: 19 days

contract and fixture contract Basis of estimate:
WBS Number: 1.6.4 Successor: Procure security Based on PERT
staff weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Third party
vendor will be selected for AV
equipment set up,
management, and take down.

Name: Procure security staff Predecessor: Finalize AV Estimate: 22 days

WBS Number: 1.6.5 equipment Basis of estimate:
Successor: Develop Based on PERT
emergency plan weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Security staff will
be from third-party vendor.

Name: Develop emergency plan Predecessor: Procure security Estimate: 40 days

WBS Number: 1.6.5 staff Basis of estimate:
Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None

75
 Imposed dates: None
Assumptions: Emergency plan
will identify emergency exits in
case of an emergency events.
The project team, venue staff
and security staff will be
briefed on the plan when
complete.

Name: Block hotel Predecessor: Confirm Estimate: 10 days

accommodation for staff, speakers Basis of estimate:
speakers, and attendees Successor: N/A Based on PERT
WBS Number: 1.2.5 Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Hotel rooms will
be blocked and reserved for
staff and speakers. Additional
rooms at the venue will be
blocked for conference
attendees. The rooms blocked
for regular conference
attendees will be held until
filled but will not be paid for by
project team.

Attendee Registration

Name: Develop conference ad/ Predecessor: Determine event Estimate: 11 days

communication strategy requirements Basis of estimate:
WBS Number: 1.4.1 Successor: Finalize Based on PERT
conference ad/ communication weighted average of
strategy activity.
Logical Relationships:
Leads and Lags:
Resource Requirements:
Constraints:
Imposed dates:
Assumptions:

Name: Create and design social Predecessor: Develop Estimate: 43 days

media content conference ad/ communication Basis of estimate:
WBS Number: 1.4.1.1 strategy Based on PERT
Successor: Create and design weighted average of
social media content activity.

76
 Logical Relationships: Finish to
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Project team will
draft and create social media
posts, ads, graphics, and
banners. Materials will be
shared through approved ad
channels.

Name: Develop social media ad/ Predecessor: Create and Estimate: 43 days
post schedule design social media content Basis of estimate:
WBS Number: 1.4.1.1 Successor: Finalize Based on PERT
conference ad/ communication weighted average of
strategy activity.
Logical Relationships: Finish to
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Social media
schedule will be created to
include automated social
media posts and reminders for
posting. Social media activity
will be taking place multiple
times per week, each week
before the conference.

Website

Name: Develop conference Predecessor: Define concept Estimate: 11 days

website site-map Successor: Build website Basis of estimate:
WBS Number: 1.4.2.1 wireframe Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team, IT company
Constraints: None
Imposed dates: None
Assumptions: The team will
lead the design development

77
 of the conference website
based on sponsor
requirements.

Name: Build website wireframe Predecessor: Develop Estimate: 11 days

WBS Number: 1.4.2.1 conference website site-map Basis of estimate:
Successor: Create and launch Based on PERT
website weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team, IT Company
Constraints: None
Imposed dates: None
Assumptions: The website
created will be based on and
represent website wireframe.

Name: Create and launch Predecessor: Build website Estimate: 11 days

website wireframe Basis of estimate:
WBS Number: 1.4.2.1 Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team, IT Company
Constraints: None
Imposed dates: None
Assumptions: Website will be
launched in conjunction with
registration page.

Name: Develop and set up event Predecessor: Create and Estimate: 35 days
registration platform launch website Basis of estimate:
WBS Number: 1.4.3 Successor: Open event Based on PERT
registration weighted average of
Logical Relationships: Start to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Registration
platform will be created to be
compatible with conference
website. Registration will
accommodate paid tickets,
sponsorship tickets, and

78
 discount rate tickets. Platform
will be able to process refunds
if necessary.

Name: Open event registration Predecessor: Develop and set Estimate: 5 days
WBS Number: 1.4.4 up event registration platform Basis of estimate:
Successor: Close online event Based on PERT
registration weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Registration will
open on the same day of
website launch. Project team
will manage registration.

Name: Close online event Predecessor: Open event Estimate: 1 day

registration registration Basis of estimate:
WBS Number: 1.4.4. Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Event
registration will be closed
immediately prior to the
commencement of the event.
Additional registrations
occurring after the closure of
registration platform will be
processed manually be project
team.

Exhibitors

Name: Research exhibitors Predecessor: Define concept Estimate: 15 days

WBS Number: 1.7.1 Successor: Contact exhibitors Basis of estimate:
Logical Relationships: Start to Based on PERT
start weighted average of
Leads and Lags: None activity.
Resource Requirements:
Project team
Constraints: None

79
 Imposed dates: None
Assumptions: Exhibitors will be
selected based on sponsor
requirements and best fit for
conference theme.

Name: Contact exhibitors Predecessor: Research Estimate: 11 days

WBS Number: 1.7.2 exhibitors Basis of estimate:
Successor: Confirm exhibitors Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: After research of
vendors, approved vendors will
be contacted and solicited for
event.

Name: Confirm exhibitors Predecessor: Contact Estimate: 15 days

WBS Number: 1.7.3 exhibitors Basis of estimate:
Successor: Provide exhibitors Based on PERT
with conference information weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: A window will be
provided to confirm exhibitors.
Once confirmed vendors will
pay vendor fee.

Name: Provide exhibitors with Predecessor: Confirm Estimate: 10 days

conference information exhibitors Basis of estimate:
WBS Number: 1.7.4.1 Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Once confirmed,
exhibitors will be provided with
conference information, floor

80
 plan, directions, and access
codes if necessary. If vendors
need specific equipment or
requirements, it will be
addressed at this time.

Programme

Name: Develop conference Predecessor: Define concept Estimate: 15 days

program/agenda Successor: Finalize Basis of estimate:
WBS Number: 1.8.1.1 programme package Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Will be based on
scope and project
requirements.

Name: Finalize program package Predecessor: Develop Estimate: 15 days

WBS Number: 1.8.1.4 conference programme/ Basis of estimate:
agenda Based on PERT
Successor: Upload and print weighted average of
final programme/ agenda activity.
Logical Relationships: Finish to
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Will be reviewed
by sponsor and include final
agenda. Will be included in
project swag bags.

Name: Upload and print final Predecessor: Finalize Estimate: 5 days

program/agenda programme package Basis of estimate:
WBS Number: 1.8.1.5 Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None

81
 Assumptions: Will be a digital
version of print programme
and uploaded to event website.
Copies will be printed to be
available for all registered
attendees. Will be printed and
checked at least two weeks in
advance of conference.

Event execution

Name: Send personalized email Predecessor: Conference Estimate: 40 days

invites to potential attendees, design Basis of estimate:
sponsors and industry Successor: N/A Based on PERT
stakeholders Logical Relationships: Finish to weighted average of
WBS Number: 1.4.3 start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: This will be an
on-going process to help boost
event registration. Target
attendees will be selected and
invited. Lower priority
attendees will also be invited if
registration is lower than
expected.

Name: Hire staff to manage Predecessor: Website launch Estimate: 14 days

registration table Successor: Conduct final Basis of estimate:
WBS Number:1.6.3.1 venue check and set up Based on PERT
Logical Relationships: Start to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team, volunteers
Constraints: None
Imposed dates: None
Assumptions: Staff will be
hired to manage registration
table.

Name: Close online event Predecessor: Open online Estimate: 2 days

advertisements registration Basis of estimate:
WBS Number: Successor: Open event Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None

82
 Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Advertisements
for event will be closed at the
same time as online
registration.

Name: Conduct final venue Predecessor: Close online Estimate: 1 day

check and set up event advertisements Basis of estimate:
WBS Number: Successor: Test AV equipment Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Will be checked
in advance of event for any
potential risks

Name: Test AV equipment Predecessor: Conduct final Estimate: 1 day

WBS Number: venue check and set up Basis of estimate:
Successor: Open event Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team, IT vendor
Constraints: None
Imposed dates: None
Assumptions: Will be carried
out by IT and AV vendor.

Name: Open event for attendees Predecessor: Estimate: 1 day

WBS Number: Successor: Basis of estimate:
Logical Relationships: Based on PERT
Leads and Lags: weighted average of
Resource Requirements: activity.
Constraints:
Imposed dates:
Assumptions:

Name: Monitor speaker sessions Predecessor: Open event for Estimate: 2 days
and event timing/ agenda attendees Basis of estimate:
WBS Number: Successor: Close event Based on PERT
registration weighted average of
activity.

83
 Logical Relationships: Finish to
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Will be done
while event is on-going

Name: Close event registration Predecessor: Monitor speaker Estimate: 1 day

table sessions Basis of estimate:
WBS Number: Successor: Commence clean Based on PERT
up and tear down weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Event
registration will be closed on
the last day of the conference.

Name: Commence clean up and Predecessor: Close event Estimate: 1 day

tear down registration table Basis of estimate:
WBS Number: Successor: Pay subcontractor Based on PERT
tear down weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Venue staff and
vendors will take care of their
materials.

Feedback and Follow-up

Name: Pay subcontractor Predecessor: Close event Estimate: 30 days

invoices Successor: N/A Basis of estimate:
WBS Number: 1.9 Logical Relationships: Finish to Based on PERT
start weighted average of
Leads and Lags: None activity.
Resource Requirements:
Project team, vendors

84
 Constraints: Need to receive
invoices
Imposed dates: None
Assumptions: Invoices for
vendor services will be
requested and paid after
services have been provided.

Name: Develop feedback survey Predecessor: Estimate: 30 days

questions Successor: Send out feedback Basis of estimate:
WBS Number: survey to registrants Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Questions will be
developed over the course of
event preparation and
research. Questions will be
developed in consult with
sponsor based on priority
areas.

Name: Send feedback surveys to Predecessor: Develop Estimate: 3 days

attendees and registrants feedback survey questions Basis of estimate:
WBS Number: Successor: Collect and close Based on PERT
feedback survey weighted average of
Logical Relationships: Finish to activity.
start
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Will be sent as
part of event follow-up “Thank
You” email.

Name: Collect and close Predecessor: Send out Estimate: 10 days

feedback survey feedback surveys to attendees Basis of estimate:
WBS Number: and registrants Based on PERT
Successor: Analyze survey weighted average of
results and event lessons activity.
learned
Logical Relationships: Finish to
start
Leads and Lags: None

85
 Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Survey results
will be collected upon specified
close date.

Name: Analyze survey results Predecessor: Estimate:5 days

and event lessons learned Successor: Compile event Basis of estimate:
WBS Number: report for Stark Industries Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: none
Resource Requirements:
Project team
Constraints: none
Imposed dates: None
Assumptions: Lessons learned
will be complied in separate
document.

Name: Compile event report for Predecessor: Analyze survey Estimate: 15 days
Stark Industries results Basis of estimate:
WBS Number: Successor: N/A Based on PERT
Logical Relationships: Finish to weighted average of
start activity.
Leads and Lags: None
Resource Requirements:
Project team
Constraints: None
Imposed dates: None
Assumptions: Will be the final
deliverable of the project for
final project team payment.

86
APPENDIX H: SCHEDULE CONTROL TECHNIQUES DEFINED

Technique Definition

Performance Performance reviews measure, compare, and analyze schedule

Reviews performance such as actual start and finish dates, percent complete, and
remaining duration for the work in progress.

Scenario Analysis Allows decision makers to explore the implications of several alternative
future states thus avoiding the danger of single-point forecasts.
Conducted in a nonthreatening group setting, participants express
beliefs, challenge assumptions, and alter their viewpoints to ultimately
arrive at a strategic direction that is flexible and will remain so as actual
events unfold.

Forward-Pass Calculation of early start dates and early finish dates for uncompleted
Analysis portions of all network activities. Determined by working forward through
the network logic from the project’s end date.

Backward-Pass Calculation of late finish dates and late start dates for uncompleted
Analysis portions of all network activities. Determined by working backward
through the network logic from the project’s start date.

Bottom-Up Cost, work, or resource estimate derived by first estimating the project’s
Estimating individual elemental tasks at the lower levels of the WBS and then
aggregating those estimates at successively higher levels of the WBS.
For cost estimates, the event managers typically include indirect costs,
general, and administrative expenses, profit, and any reserves when
calculating the total project cost.
This form of estimating is more accurate than making one large estimate.

87
 Technique Definition

Top-down Approximating the size (duration and cost) and risk of a project (or
Estimating phase) by looking at the project as a whole and comparing it to
previously performed similar projects. The comparison may be made
directly using “analogous estimating,” through an algorithm as in
“parametric estimating,” or from the memory of estimating experts. Upon
establishing an overall estimate for the project, sub-divide the estimate
down through the levels of the WBS, for example, development will be
50% of the total, testing will be 25% etc.; then sub-divide development
and testing into their components and so on.

Critical Path Predicts project duration by analyzing the sequence of activities (network
Method path) that has the least amount of scheduling flexibility (i.e. float). Early
dates are calculated by a forward pass using a specified start date. Late
dates are calculated by a backward pass starting from a specified
completion dated (usually forward pass’s calculated early finish date for
the project.)

Monte Carlo A technique in which the project team leader or project team computes
Simulation and/or quantifies the complete and total project cost and/or project
schedule a number of times through the use of input values that have
been selected at random through the careful utilization of probability
distributions or potential costs and/or potential durations. The purpose of
utilization of the Monte Carlo analysis is for the sake of calculating a
defined distribution scenario of possible total costs associated with the
project as well as a range or possible completion dates of the project.

Resource Vertical bar chart used to show resource consumption and availability by
Histogram time period. Also called, resource loading chart.

Resource 1) Practicing a form of network analysis in which scheduling decisions

Leveling (start and finish dates) are driven by resource management issues such
as limited resource availability or changes in resource levels.
2) Evening out the peaks and valleys of resource requirements so that
a fixed amount of resources can be used over time.
3) Ensuring that a resource is maximized but not used beyond its
limitations.

88
 Technique Definition

Variance Analysis The goal is to determine the causes of a variance (that is to say, the
difference between an expected result and an actual result).

Schedule Shortening of the schedule without reducing the project scope. Often
Compression requires an increase in project cost.

Crashing Taking action to decrease the total project duration by adding resources
(human and material) to the project schedule without altering the
sequence of activities. The objective is to obtain the maximum duration
compression for the least cost.

Fast Tracking Compressing the project schedule by overlapping activities normally

performed in sequence, such as Design and Build/Construction.

Inchstone Part of the recovery plan for troubled projects that are behind schedule.
Schedule Mgt Create detailed miniature milestones known as inchstones and set up
the schedule linked to inchstone completion. Meticulously track schedule
progress and record reasons for missed inchstones. Recalibrate
schedule after a short period of time until project is back on schedule.

Free Float & Total Free float is the amount of time an activity can be delayed without
Float delaying the early start of any immediately succeeding activities. Also
(or Slack) called, secondary float.
Total float is the amount of time an activity from its early start without
delaying the project end date. Derived by subtracting the early start from
the late start or the early finish from the late finish and may change as
the project progresses and as changes are made to the project plan.
Also called slack, float, and path float.

89
 Adjust Leads and Lead: A modification of a logical relationship that allows an acceleration
Lags of the successor activity such as when a task has a finish-to-start
dependency with a ten-day lead, the successor activity can start ten
days before the predecessor activity has finished.
Lag: A modification of a logical relationship that directs a delay in the
successor activity such as when a task has a finish-to-start dependency
with a ten-day lag, the successor activity cannot start ten days after the
predecessor activity has finished.
Adjusting leads and lags is used to find ways to bring project activities
that are behind into alignment with the plan.

90
APPENDIX I: SAMPLE CHECK SHEET

Group 4 Consulting: Check Sheet

Project Name: Stark Industries Future Tech Conference Date:
Quality Assurance Manager:
# Quality Issue Time Frequency
Not enough staff for on-site check-in/registration or
1 help/info desk

Insufficient signage and marking to direct participants

2 within the venue

Not enough food/beverages or serving staff

3

Dietary requirements not met

4

Cleanliness concerns or garbage pick-up required

5

A/V equipment not functioning correctly in presentation

6 room and/or lack of IT staff

Speaker or panel moderator absent

7

Blocked hotel room accommodations overbooked

8

Comments:

Completed By: Signature:

91
APPENDIX J: SAMPLE PROJECT SPONSOR SURVEY

Stark Industries Future Tech Conference

FEEDBACK FORM: Project Sponsor
Group 4 Consulting strives to continuously improve our products and services. The
information collected will be helpful in planning future events. Any feedback you
provide is appreciated. Thank you for your participation!
Please respond to the following questions by using the rating scale below:
1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
QUESTION 1 2 3 4 5
I was satisfied with how the project was initiated
Communication throughout the project was clear and effective
Status reports enabled me to understand project progress
I was satisfied with the level of involvement I had on the project
My input and feedback was well incorporated in the project
Deliverable dates were met according to the project schedule
I was satisfied with the cost and value associated with the
project
I was satisfied with the change management process
Issues or problems were addressed and resolved in a timely
manner
I was satisfied with the quality process used during the project
The event managers and team were professional and helpful
I would hire Group 4 Consulting to plan and manage an event
again
I would recommend Group 4 Consulting to an industry partner
Overall, the project met my expectations
Additional Comments/Suggestions:

The Group 4 Consulting Quality Assurance Manager can be contacted regarding any
further questions or concerns related to the event: [email protected]
Please complete the following section if you would like to receive information on
future products and services from Group 4 Consulting:
Name: Email: Organization:

92
APPENDIX K: SAMPLE ATTENDEE SURVEY

Stark Industries Future Tech Conference

FEEDBACK FORM: Attendees
Stark Industries and Group 4 Consulting strive to continuously improve our products
and services. The information collected will be helpful in planning future events. Any
feedback you provide is appreciated. Thank you for your participation!
Please respond to the following questions by using the rating scale below:
1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
QUESTION 1 2 3 4 5
Registering as an attendee was quick and easy
The cost of attending the conference was reasonable
The information sent to me before the conference was helpful
The venue was conveniently located
The venue was appropriate in terms of size, facilities, and
cleanliness
Group rate hotel accommodations were helpful
The catering met my expectations and dietary requirements
The content in panel sessions was interesting
The panel sessions increased my knowledge of future
technologies
The exhibition area was useful
Conference staff were helpful and friendly
The conference provided useful networking opportunities
The conference programme was helpful
I would attend this conference again
I would recommend this conference to a friend or colleague
Overall, the conference met my expectations
Additional Comments/Suggestions:

The Group 4 Consulting Quality Assurance Manager can be contacted regarding any
further questions or concerns related to the event: [email protected]
Please complete the following section if you would like to receive information on
future events hosted by Stark Industries:
Name: Email: Organization:

93
APPENDIX L: SAMPLE SPEAKERS SURVEY

Stark Industries Future Tech Conference

FEEDBACK FORM: Speakers
Stark Industries and Group 4 Consulting strive to continuously improve our products
and services. The information collected will be helpful in planning future events. Any
feedback you provide is appreciated. Thank you for your participation!
Please respond to the following questions by using the rating scale below:
1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree
QUESTION 1 2 3 4 5
The registration process was quick and simple
The information sent to me before the conference was helpful
The travel arrangements provided were convenient
The hotel accommodations provided met my expectations
The venue was conveniently located
The venue was appropriate in terms of size, facilities, and
cleanliness
The catering met my expectations and dietary requirements
The presentation room met my expectations
The A/V presentation equipment met my expectations
IT staff were friendly and helpful
The speaker panels were well organized and moderated
Conference staff were helpful and friendly
The conference provided useful networking opportunities
The conference programme was helpful
I would participate as a speaker at this conference again
I would recommend this conference to a friend or colleague
Overall, the conference met my expectations
Additional Comments/Suggestions:

The Group 4 Consulting Quality Assurance Manager can be contacted regarding any
further questions or concerns related to the event: [email protected]
Please complete the following section if you would like to receive information on
future events hosted by Stark Industries:
Name: Email: Organization:

94
APPENDIX M: SAMPLE CORPORATE SPONSOR SURVEY

Stark Industries Future Tech Conference

FEEDBACK FORM: Corporate Sponsors
Stark Industries and Group 4 Consulting strive to continuously improve our products
and services. The information collected will be helpful in planning future events. Any
feedback you provide is appreciated. Thank you for your participation!
Please respond to the following questions by using the rating scale below:
1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly Agree

QUESTION 1 2 3 4 5
Registering as a sponsor was quick and easy
The cost of sponsoring the conference was reasonable
The information sent to me before the conference was helpful
My company was well promoted through conference
advertising
My company name/logo was visible during the conference
The conference structure enabled good interaction with
attendees
The conference provided useful networking opportunities
The venue was conveniently located
The venue was appropriate in terms of size, facilities, and
cleanliness
The catering met my expectations and dietary requirements
Conference staff were helpful and friendly
I would sponsor this event again
I would recommend sponsoring this event to an industry
partner
Overall, the sponsorship met my expectations
Additional Comments/Suggestions:

The Group 4 Consulting Quality Assurance Manager can be contacted regarding any
further questions or concerns related to the event: [email protected]
Please complete the following section if you would like to receive information on
future events hosted by Stark Industries:
Name: Email: Organization:

95
APPENDIX N: SAMPLE EXHIBITOR SURVEY

Stark Industries Future Tech Conference

FEEDBACK FORM
Stark Industries and Group 4 Consulting strive to continuously improve our products
and services. Any feedback you provide is appreciated. The information collected will
be helpful in planning future events. Thank you for your participation!
Please respond to the following questions by using the rating scale below:
1 = Strongly Disagree 2 = Disagree 3 = Neutral 4 = Agree 5 = Strongly
Dissatisfied
QUESTION 1 2 3 4 5
Registering as an exhibitor was quick and easy
The cost of hosting as exhibit at the conference was
reasonable
The information sent to me before the conference was helpful
My company name/logo was visible during the conference
The exhibit space met my expectations
The amount of foot traffic in the exhibit space met my
expectations
The conference structure enabled good interaction with
attendees
The on-site check-in process was easy and helpful
The venue was conveniently located
The venue was appropriate in terms of size, facilities, and
cleanliness
Conference staff were helpful and friendly
I would be an exhibitor at this event again
I would recommend an exhibit at this event to an industry
partner
Overall, the exhibit experience met my expectations
Additional Comments/Suggestions:

The Group 4 Consulting Quality Assurance Manager can be contacted regarding any
further questions or concerns related to the event: [email protected]
Please complete the following section if you would like to receive information on
future events hosted by Stark Industries:
Name: Email: Organization:

96
APPENDIX O: DELIVERABLE ACCEPTANCE FORM

Deliverable Acceptance Form

Project Name:

Deliverable Name:

Event managers:

Project Sponsor:

Date:
(We), the undersigned, acknowledge and accept the delivery of the work completed for this
deliverable on behalf of our organization. My (Our) signature(s) attest(s) to agreement that
this deliverable has been completed. No further work should be done on this deliverable. If
the deliverable is not acceptable, reasons are stated and corrective actions are described.
Name Title Signature Date

1. Was the deliverable completed to your satisfaction? Yes No

2. Please provide the main reasons for your satisfaction or dissatisfaction with this
deliverable.

3. If the deliverable is not acceptable, describe in detail what additional work must be done to
complete it.

Contact’s signature for resubmission of deliverable if found unacceptable:

97
APPENDIX P: TEAM CHARTER

Project Name: Stark Industries Future Tech Conference

Objective:
We agree to work together to ensure the successful execution of the Stark Industries Future
Tech Conference.

Code of Conduct/Values:
- We will be respectful
- We will be professional
- We will be accountable for our work
- We will be honest and will escalate issues as needed
- We will complete the tasks we are responsible for
- We will be open and listen to ideas/opinions in a supportive manner, even when they may
differ from our own
- We will laugh and have fun!

Communication:
- We will communicate in-person, via email and telephone as needed
- We will have weekly in-person status meetings every Tuesday morning at 10am
- We will ensure each meeting has an agenda/purpose that is outlined in advance
- Each meeting attendee must come prepared to share work or discuss the topic at hand
- After each meeting, the meeting host will distribute a contact report within 24 hours that
includes discussion points and next steps

Project Team Member Names and Approval:

NAME SIGNATURE DATE

Elias Chanko

Chanapol Adhikomprapa

Fatima Nathoo

Janelle Petkopoulos

Matt Brunette

Paul Grisé

Rodrigo Marcellino

98
APPENDIX Q: RESPONSIBILITY ASSIGNMENT MATRIX (RAM)

Event Coordinator 1

Event Coordinator 2

Event Coordinator 3

Event Coordinator 4
Event Manager 1

Event Manager 2
DELIVERABLES

Project Sponsor

1.0 Concept C C A I R C C

1.1 Venue C C A I C R C

1.2 Speakers C C A I C C C

1.3 Sponsors C A C I C C C

1.4 Attendee I I A I C R C
Registration

1.5 Food and I A C I C C R

Drink

1.6 Staff I C A R C C C

1.7 Exhibitors C A C I R C C

1.8 Programme I A C I C R C

1.9 Feedback I I A R C C C

Responsible (R); Accountable (A); Consulted (C); Informed (I). Note that only one person can
be held Accountable for each deliverable.

99
 APPENDIX R: RISK REGISTER

Description

Risk Owner
Root Cause

Probability

Responses
Risk Score

Potential
Category

Strategy
Triggers

Impact
Rank

Risk

Risk
2 Sponsor Sponsor Volume Competi Lack of Even 2 3 6 Mitiga Develop a
ship withdra of ng commitm t tion contingency
wal sponsors prioritie ent from man plan of
withdraw s, sponsor, agers sponsors,
that can conflicts sponsors creating
significant of do not sponsorship
ly impact interest, see value plans of
the event limited in event, different sizes
budget compan concerns and amounts
causing y not in order to
financial sponsor addressed have a safe
loss ship pool of
funds, sponsorship
no value that can cover
in event impacts for at
least 20% of
withdraw rate.
4 Vendor Unrespo Late Competi Venue is Even 3 2 6 Avoida Ensure that all
nsive response ng overbook t nce contracts
venue, of venue, events, ed, man account for
catering catering work vendors agers sufficient
and AV and audio load, are personnel
compani visual poorly overbook present during
es support selected ed, the entire
team compani vendors duration of
during es do not the event to
the event have provide
proper immediate
organizati support for
on or room setup,
managem catering and
ent audio visual
issues that
may occur
during the
event.

100
1 Registra Underp Number Competi Registrati Even 2 3 6 Mitiga Develop a
tion erformi of ng on t tion proper
ng registrati prioritie tracking man marketing
registrat ons below s, travel below agers plan exploring
ion target costs, threshold all avenues to
work or lower promote the
load and than conference
commit expect in and attract the
ments the lead required
up to the attendance to
event make the
event a
success.
3 Program Speaker Speakers Competi Changes Even 2 3 6 Mitiga Early
drop- withdraw ng in t tion engagement
out with short prioritie company man with key
notice s, travel policies, agers speakers and
costs, workloads industry
work or session leaders to
load and topics secure their
commit attendance
ments, and insert
low language into
registrat the contract to
ion heavily
number penalize a
s, withdrawal
conflicts with short
of notice (less
interest than one
month). Also
develop a list
of possible
substitutions
should a
speaker
withdraw.
Provide a
refund to
attendees in
the event that
a key speaker
withdraws.

101
5 Vendor Food Attendee Attende Certain Cate 1 3 3 Transf Utilize catering
allergies s have es have foods ring erence services that
and potentiall food served at com are fully aware
dietary y harmful allergies event that pany of food allergy
restricti food and cause risks and
ons of allergies significa allergic inquire about
attende or certain nt reactions food
es dietary dietary or conflict restrictions
restrictio restricti with during
ns to the ons, attendee attendees'
food attende dietary enrolment
served e food restriction process.
during allergies s Choose a
the event. not menu with
specifie ingredients
d in that are less
attende risky.
e
registrat
ion
forms
6 Project Force Force Other Major Even 1 3 3 Escalat Contract
manage Majeure Majeure events weather t ion insurance
ment events events on events, man policy with
that similar large agers coverage for
require topic economic force majeure
the full occurrin crashes or events and full
cancelatio g on the events, refund of
n of the same terrorist event costs.
conferenc date, attacks/
e bad geo-
sponsor political
PR issues
causes
sponsor
s,
speaker
s and
attende
es to
drop
out
7 Venue Security Potential Disagre Warning Even 1 3 3 Mitiga Contract
breach/ event ements or social t tion security
threat protester with media man company to
s that technol chatter agers monitor high-
disagree ogy/ from profile event
with future protest speakers and

102
 speakers tech, group, sponsors and
or disgrunt speaker/ monitor main
conferenc led ex- sponsor entrance
e subject employ company points
matter. ee, PR
Potential aggressi incidents
armed ve or
and/or competi concerns
dangerou tors
s
individual
may
move
through
event.
9 Project Key Event Employe Project Even 2 2 4 Transf Manage
manage event staff or e team t erence project
ment staff/ project physical members man workflow and
project team and visibly agers monitor
team member mental fatigued, project team
member with key health, ill or and event staff
sick on responsib disgrunt unwell in health in days
day of ility or led days leading up to
task on employ leading event.
day of ees up to
event is event
sick or
does not
show up
for event
8 Vendor AV Speaker Venue Non- Even 2 3 6 Mitiga Ask for
issues files are AV universal t tion speaker
during incompati system AV man presentation
speaker ble or do not systems, ager and video
present not work compati error with formats in
ations with ble with speaker specific format
event AV speaker files, that are
system. present compatible
Issues ations with venue AV
with or system.
video, aspects
image, of
and/or speaker
audio files present
included ations
in
presentati
ons.

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APPENDIX S: PROBABILITY – IMPACT THREAT MATRIX
Impact
Probability Low (1) Medium (2) High (3)
High (3) 3 6 9
Medium (2) 2 4 6
Low (1) 1 2 3

APPENDIX T: RISK CONTROL TECHNIQUES/ RESPONSES

Risk Control Techniques/ Risk Responses

Escalation If the risk is outside the scope of the project or

the proposed response is outside of the event
managers’s authority, it would make sense to
escalate the risk to a higher-level manager
within the organization.

Avoidance Eliminating a specific threat, usually by

eliminating its causes.

Acceptance Accepting the consequences should a risk

occur.

Transference Shifting the consequence of a risk and

responsibility for its management to a third
party.

Mitigation Reducing the impact of a risk event by reducing

the probability of its occurrence.

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APPENDIX U – RFP TEMPLATE

The front end of the contract be legal conditions drafted by the law firm in coordination with the
project management team. Below is the Data Sheet that will be attached as an appendix to the
RFP.

RFP SECTION ITEM

REFERENCE AND TITLE

RFP Section 1 Name of Client: Stark Industries

Client

RFP Section 2
Project Name: Stark Industries Future Tech Conference
Project
Description of Conference:
The future of technology is poised to address many key issues in the 21st century.
Changing demographics, impacts of climate change and fluctuating markets all bring
important questions, uncertainty, and risk.

They also bring opportunities for innovative solutions and emerging technologies that have
the ability to tackle some of the biggest issues of our time. New technologies such as
artificial intelligence, smart cities, autonomous vehicles, financial tech, and mobile devices
are driving success in companies, cities, and countries across the world.

The Stark Industries Future Tech Conference: Addressing the Needs of Tomorrow is a
two-day event taking place at a major conference center in downtown Toronto on
Thursday September 19th and Friday September 20th 2019.

The conference will bring together attendees from a variety of public and private sector
backgrounds in order to learn from and connect with leading experts in the industry and
find innovative solutions and opportunities. This event provides an opportunity for
organizations to share information about their work with emerging technologies and
connect with other companies that are looking for their products and services.

The Group 4 Consulting Company was solicited by Stark Industries to manage the planning
and delivery of the conference. The Stark Industries Future Tech Conference is a landmark
event for the emerging tech sector and is the most recognized conference for technological
solutions and global issues of the 21st century. Through proper selection of
sessions/ speakers, innovative topics, and facilitated networking/ collaboration, Group 4
Consulting Company will ensure a successful conference that generates anticipation, sparks
global conversation, and celebrates Stark Industries and other industry leaders.

Business Objectives / Benefits

Stark Industries business objectives for this project include the following:

 Grow business development opportunities through attracting event attendees that

may be interested in Stark Industries products and services
 Increase partnerships with new companies, industry experts and innovative startup
tech firms

105
RFP SECTION ITEM
REFERENCE AND TITLE
 Highlight emerging industry trends to inform further Stark Industries research and
development efforts
 Enhance brand recognition as an industry leader through hosting the largest future
tech conference of the year
 Complement corporate human resources recruitment strategies and source new
Talent

Project Objective
 The primary objectives of this project include the following: Deliver a conference
on future tech solutions that informs conference attendees of emerging
technologies and innovative solutions to global challenges 4.
 Generate 25% new business development leads and partnership opportunities for
future products and services for Stark Industries.
 Become a globally recognized conference that is in the top 10 trending on Twitter
and gains local and international media attention.
 Inform future Stark Industries research and development efforts for products and
services through collecting feedback from attendees and speakers.
 Facilitate networking, collaboration, and information sharing with an international
audience of experts, businesses, governments, and start-up organizations.
 Revenue neutral conference where tickets and sponsorship cover event expenses.

RFQ Section 3 Signing Party or Parties to the Project Agreement:

Signing Party to Contract
Please refer to the signing parties identified in the Contract to be issued for the Project.

RFQ Section 4 Procurement Timetable:

Timetable

RFQ Section 5 Submission Address:

Submission Address Attn: Event Manager

RFQ Section 6 Contact Person and Contact Person coordinates: Event Coordinator name and contact
Contact Person information.

Email:

RFQ Section 7 To submit requests for information, applicants must complete and submit to the Contact
Person the form in Request for Information Form to this RFP.
Questions / Clarifications
The last date for submission of questions and requests for clarification is found in the
Timetable.

106
RFP SECTION ITEM
REFERENCE AND TITLE

RFQ Section 8 General:

Evaluation Categories Generally, scores will be informed by a consideration of the Applicant’s demonstrated prior
experience, demonstrated capability for value-added, and the price.

Weighting of Evaluation Criteria Categories:

The weighting of the Evaluation Criteria Categories shall be as follows:

Evaluation Criteria Categories Maximum Points

1.0 Experience for the scope and conference (30% weighted) 10

2.0 Value-added for the scope and conference (10% weighted) 10

3.0 Price (60% weighted) 10

TOTAL MAXIMUM POINTS 30

RFQ Section 9 Additional parties not to be contacted by Applicants with respect to this RFP:
Communications and
Public Comment

RFQ Section 10 Ineligible Persons:

Conflict of Interest and
Ineligible Persons

RFQ Section 11 “Relevant Experience” means experience in facilitating the event of similar size and scope,
Definitions as well as the [scope is TBD]

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APPENDIX V - STATUS REPORT TEMPLATE

ACTIVITY TIMING COMMENTS/NOTES NEXT STEPS RESPONSIBILITY CONTACT

INFO
Green: On track

Yellow: At risk

Red: Delayed

1.0 Concept

1.1 Venue

1.2 Speakers

1.3 Sponsors

1.4 Attendee
Registration

1.5 Food and

Drink

1.6 Staff

1.7 Exhibitors

1.8
Programme

1.9 Feedback

108