Christmas party

Only writing the Risk part

500 words

urgent

Faculty of Engineering

University of Strathclyde

Glasgow

EF931: Project Management

Group Case Study: Christmas Party

17/11/201

7

Group 13

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TABLE OF CONTENTS

List of Tables …………………………………………………………………………………………………………….. 3

List of Figures ……………………………………………………………………………………………………………. 3

Executive Summary …………………………………………………………………………………………………….

4

1 Project charter ……………………………………………………………………………………………………..

5

2 Scope Statement …………………………………………………………………………………………………..

8

2.1 Company Information and Client …………………………………………………………………….. 8

2.2 Scope Description …………………………………………………………………………………………. 8

2.3 Project Deliverables ………………………………………………………………………………………. 8

2.4 Acceptance Criteria ………………………………………………………………………………………..

9

2.5 Constraints ……………………………………………………………………………………………………. 9

2.6 Assumptions …………………………………………………………………………………………………. 9

2.7 Project SMART Objectives …………………………………………………………………………….. 9

3 Work Breakdown Structure …………………………………………………………………………………

10

3.1 WBS Outcome…………………………………………………………………………………………….. 10

3.2 WBS Example Methodology …………………………………………………………………………

11

4

Venue

Selection Process …………………………………………………………………………………….. 1

2

5 Finances ……………………………………………………………………………………………………………

13

5.1 Expenditure ………………………………………………………………………………………………… 13

5.1.1 Venue ………………………………………………………………………………………………….. 13

5.1.2

Guests and Invitations

……………………………………………………………………………. 13

5.1.3 Entertainments and media ………………………………………………………………………. 13

5.1.4 Catering ………………………………………………………………………………………………..

14

5.1.

5

Advertisement

………………………………………………………………………………………. 14

5.2 Income ………………………………………………………………………………………………………..

15

5.2.1 Ticket Sales ………………………………………………………………………………………….. 15

5.2.2 Alcohol Sales ……………………………………………………………………………………….. 15

5.2.3 Raffle Sales ………………………………………………………………………………………….. 15

6 Human resource management ……………………………………………………………………………… 1

6

6.1 Responsibilities ……………………………………………………………………………………………

16

6.2 Responsibility Assignment Matrix ………………………………………………………………….

17

6.2.1 Venue ………………………………………………………………………………………………….. 17

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6.2.2 Guests and Invitation …………………………………………………………………………….. 17

6.2.3 Entertainment and Media ………………………………………………………………………..

18

6.2.4 Catering ……………………………………………………………………………………………….. 18

6.2.5 Advertisement ………………………………………………………………………………………. 18

7 Work Schedule …………………………………………………………………………………………………..

19

7.1 Activities and Duration ………………………………………………………………………………… 19

7.2 Human Resources …………………………………………………………………………………………

20

8 Risk Analysis …………………………………………………………………………………………………….

21

8.1 Risk Probability and Impact Assessment ………………………………………………………… 21

8.2 Probability and Impact Matrix ………………………………………………………………………. 21

9 Conclusion ………………………………………………………………………………………………………..

23

10 References …………………………………………………………………………………………………………

24

Appendix A – Work Breakdown Structure ………………………………………………………………………

i

Appendix B – Budget Summary ……………………………………………………………………………………

ii

Appendix C – Responsibility Assignment Matrix …………………………………………………………..

i

v

Appendix C.1 – Venue ……………………………………………………………………………………………. iv

Appendix C.2 – Guests and Invitations ……………………………………………………………………… v

Appendix C.3 – Entertainment and Media …………………………………………………………………

vi

Appendix C.4 – Catering ………………………………………………………………………………………..

vii

Appendix C.5 – Advertisement……………………………………………………………………………….. vii

Appendix D – Risk Probability and Impact Assessment ……………………………………………….. viii

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LIST OF TABLES

Table I: Project Deliverables ……………………………………………………………………………………….. 8

Table II: List of SMART Objectives …………………………………………………………………………….. 9

Table III: WBS Deliverables ……………………………………………………………………………………… 10

Table IV: Venue selection matrix

………………………………………………………………………………..

12

Table V: Human Resources ……………………………………………………………………………………….. 20

Table VI: Probability and Impact Matrix Key. ………………………………………………………………

22

LIST OF FIGURES

Figure I: Venue phase of WBS …………………………………………………………………………………… 11

Figure II: Probability and impact matrix (Project Management Institute, 2008). ………………. 22

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EXECUTIVE SUMMARY

The content within this report will present a detailed analysis of the various stages required to

successfully plan and deliver a project. This particular project will incorporate the planning

and running of all aspects related to a Christmas party. Preparation for this event will be

executed by the project committee where they will be established into different teams in order

to ensure all aspects are covered. The teams will include; a marketing and sales team. The

marketing team will carry out all essential research. This will be from researching external

companies to employ their services that are crucial for the party, all of which will be based on

recommendations by the client.

To deliver the client’s needs, several objectives will be set. In order to achieve these aims this

project will analyse and use specific project management techniques. Doing so will aid in

ensuring all tasks are carried out efficiently. These tools will include;

– Project Charter and Scope Statement

– Work Breakdown Structure

– Responsibility Assignment Matrix

– Risk Probability and Impact Matrix

– Risk Probability and Impact Assessment

– MS Project Gantt Chart and Cost Analysis

Producing a Project Charter will outline the key components of the project. It will focus on

factors such as: the starting budget with a description of project task; key objectives and dates

of the project; and high-level risks. Following the project charter, Events ABC will split the

sequence of works required to complete aspects of the project. This will be done so in the

form of a Work Breakdown Structure. A cost analysis will be developed through the use of

MS project where a gantt chart will be produced. This will provide further insight into project

activities, resources required and general completion dates win the project. The sequence of

activities within the project will be applied to final three management tools in the above list.

These will layout the responsibilities of teams, and determine the possible risks that may

occur throughout the project. High level risks are stated throughout and assessment on each

of these risks were carried out and mitigated to ensure project success.

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1 PROJECT CHARTER

1. General Project Information

Project Name Strathclyde MSc Engineering Christmas Party

Project Sponsor Executive Committee of Events ABC

Charter Creation Date 15/09/2017 Revision Date 15/11/2017

Project Start Date 22/09/2017 End Date 19/12/2017

2. Project Purpose

Project purpose is to host a Christmas Party on behalf of the University of Strathclyde for

the Postgraduates studying in any Engineering based MSc degree.

3. Project Objectives

To successfully plan and deliver the desirable components of this Christmas party for 200

guests, with the primary target of making a profit of £2000.

Ensure all aspects of the party, such as; hiring of venue, staff, and entertainment are all

planned and prepared prior to the event which is set to take place on the 18th of December

2017.

4. Key Project Deliverables

Team Responsible Summary

Marketing Ensure sufficient research is carried out prior to booking and

hiring of all third-party products and services for the party.

Examples include: venue research; staff, media and

entertainment necessities.

Sales Responsible for the all cost aspects of the project. Deliverables

in this area include: deposit payments and full booking of all

party requirements such as venue, band and catering.

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5. High Level Requirements

Project / Party
Requirements

Description

Project Establish a work breakdown structure for the project, identifying the
responsibilities of teams within the project. E.g. Sales and marketing
teams

Project Using MS project, create a detailed gantt chart with an efficient
timeline adopted

Project Project manager must ensure the project teams remain within their
resource and budget limits.

Party Referring to the first requirement, sales team must produce 200 tickets
for registered students studying in MSc titled engineering
programmes, at the University of Strathclyde.

Party Book a suitable venue facility capable of seating 200 guest
comfortably for dining.

Party Hire suitable staff and security where necessary along with hiring the
appropriate entertainment that coincides with the theme and purpose
of the event

6. Starting Budget

Overall £12,000

Venue £2,000

7. Stakeholders

1. MSc Engineering students

2. University of Strathclyde

3. Chosen Venue (Òran Mór) including their management team and staff

4. Hired band, photographer, entertainment companies

5. Hired bar staff, security team.

8. Milestone Dates

Item No. Major Events Date of completion

1 Project start date 22/09/2017

3 Venue reservation 07/11/2017

4 Hire of music and entertainment 07/10/2017

5 Start of ticket sales 17/10/2017

6 Deadline for ticket sales 17/11/2017

7 Christmas party 19/12/2017

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9. High Level Risks

Risk Description Control Measures

Poor communication between project
teams, i.e. sales and marketing team.

Project manager will ensure regular meetings
are held and deadlines are met. Appropriate
records of meetings will be documented.

Deliverables not being signed off or
completed during the project timeline.

Clear project objectives are set for each team,
while project manager overlooks work and
has final say in the sign off of the key project
deliverables

Tasks are not completed in order that is
planned in the WBS

The process of completing the major
deliverables are set out clearly in the WBS.
Project manager will oversee work and
deadlines will be set for high importance work

Cancelations of any hired third-party
companies and products. One example
being; venue cancelation or double
bookings.

Continued communication between venue and
third party hired companies on a regular basis
to ensure any possible cancellation are given
plenty of notice. Secondary venue in place
for booking if cancelations was to occur.

Lack of support from the project manager
to the main project teams will show
inadequate leadership resulting inn failure
of delivering objectives to client. E.g. one
main feature of the party could be missing
or not to standard.

The sponsor must communicate and ask for
regular updates from the project manager.
These updates will provide evidence if the
ongoing work is up to standard. Action from
the sponsor will be taken if outcome is poor

10. Project Approval Requirements

Project Manager Signature

Sponsor Signature

Date of Approval 17/11/2017

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2 SCOPE STATEMENT

2.1 Company Information and Client

The name of the company is ‘Events ABC’. This is an external to the University of Strathclyde
and have been employed to organise a Christmas Party event. The sponsor of this project is one
member of the executive committee in the company, who will provide the initial funds for the
project. It is therefore sponsors interest to make a £2000 profit from this project.

The client of this project is the University of Strathclyde (ABC University). From this point
forward ‘the client’ will be referred to throughout as the University of Strathclyde. They will
employ Events ABC to carry out the project in its entirety. The university will pay the expenses
of the human resources team of the company. These expenses will not be included in the
financial breakdown. The project team of Events ABC will carry out all tasks and operation
requirements of the project. This will be done so under the supervision of the company’s project
manager.

2.2 Scope Description

In Scope: To organise a high-quality Christmas dinner and provide entertainment for 200
guests. The event will occur on the evening of the 18th December 2017. The venue should be
local to Glasgow and make a £2,000 profit from a limited budget.

Out of Scope: Support from other projects other than the stakeholders.

2.3 Project Deliverables

In reference to the Project Charter in section 1, the main project deliverables are displayed in
Table I which follows;

Table I: Project Deliverables

No. Project Deliverable

A set menu meal

5
High-quality entertainment including: live band, photographer, photo
booth and raffle

1

Advertisement from various platforms (social media, email, on
campus)

2 E-tickets (to be sold through the universities email system)

3 A decorated and completely prepared venue

4

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2.4 Acceptance Criteria

The project is accepted when the project committee agree on the completion of all the

deliverables (deliverables signed off). The project will only be considered a success with a

£2,000 overall profit. Other factors will be the turnout rate of attendance to ticket sales. The

amount of early walk outs will provide feedback of the success of the party.

2.5 Constraints

The project management team are not committed to the success of the evening. The project

has to be completed by the 18th December 2017

2.6 Assumptions

All clients booked will be available on the evening in their located time slot.Support and

attention from the sponsor throughout.

2.7 Project

SMART Objectives

The various goals of this project are illustrated in the mnemonic acronym form: SMART

objectives. These are listed Table II: List of SMART Objectives.

Table II: List of SMART Objectives

 The objective is to organise a Christmas party for 200 guests.

 The guests are Masters engineering student at the University of Strathclyde.

 The event will include a set menu, sit-down dinner and live entertainment.

 The entertainment will be provided in the form of a live band, photographer,
photo booth and raffle.

 The venue is local to Glasgow and there is a staffed bar.

 The event will take place on the evening of the 18
th

December 2017.

 The objective is measured on the completion of the deliverables.

 The walk out rates will provide specific feedback on the success of the
party.

 The event making a £2,000 profit.

Achievable  Deliverables are signed off and all meet the needs of the client

Realistic  The project is completed within a reasonable timeframe

Timed  The project is complete before the date of the event.

SMART Objectives

Specific

Measurable

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3 WORK BREAKDOWN STRUCTURE

The Work Breakdown Structure (WBS) for this project will sequence the decomposition of the

major deliverables which in turn will lead to completion of the main objectives. In accordance

to the published work in ‘A Guide to the Project Management Body of Knowledge’ a WBS is

illustrative piece of work only. This will provide a general overview of each activity without

going into any specific detail. (Project Management Institute, 2008). The main deliverables of

the project, and of the WBS are listed in Table III: WBS .

Table III: WBS Deliverables

3.1 WBS Outcome

The projects final WBS can be found in Appendix A.

Section
No.

WBS Heading Title

1 Venue

2 Guest and Invitation

3 Entertainment and Media

4

Catering

5 Advertisement

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3.2 WBS Example Methodology

In reference to Appendix A – Work Breakdown Structure,

Figure I: Venue phase of WBS

illustrates the list of the key activities in the process of achieving one of the main deliverables

in the venue section of the project. The events undertaken are listed in order. The research

requirement of the party venue begins the breakdown. Following the set of activities listed in

“1.1”, the financial stage carried out by the sales department. All further stages relate to later

in the project for example preparation for event, and hiring of staff and security.

Figure I: Venue phase of WBS

1.1. Online research and selection process

• 1.1.1. Primary research of party venues with Glasgow area

• 1.1.2. Create list of venues able to accommodate 200 guests

• 1.1.3. List party amenities and ensure selected venues fulfil requirements

• 1.1.4 Perform screening matrix on selected venues

• 1.1.5. Final decision

1.2. Contact and booking

• 1.2.1. Enquire availability for the 18th December

• 1.2.2. Enquire overall costs and deposit required

• 1.2.3. Pay initial deposit for venue

• 1.2.4. Pay full price of hire

1.3. Preparation for event

• 1.3.1. Initial viewing of the hired venue

• 1.3.2. Create layout of the party, including; table plan, and bar

• 1.3.3. Set up tables, including; centre pieces, and general table settings

• 1.3.4. Set up decorations, including; lights, Christmas features and speakers

1.4. Staff and Security

• 1.4.1. Enquire hire of venue staff

• 1.4.2. Research local security companies

• 1.4.3. Hire required number of security staff

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4 VENUE SELECTION PROCESS

In order to select the most appropriate venue from the wide variety in Glasgow a matrix table
was produced. The highest score is the most appropriate venue. As shown in Table IV, the
most suitable venue was Òran Mór as all the high-level requirement criteria was satisfied.

Table IV: Venue selection matrix

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5 FINANCES

5.1 Expenditure

5.1.1

Venue

The location for the Christmas party is in the West End of Glasgow. The venue is the Òran

Mór bar, restaurant and club. This venue satisfies the demands set in the project charter and

was the highest performer in the initial screening matrix. The venue is rented between 6:00am

on 18th December 2017 to 6:00am on 19th December 2017 at a price of £1,400 (zipcube, 2017).

Òran Mór has a fully licenced bar available included in the rented price. The venue exceeds

the minimum seating requirements with of an available capacity of 274 people. Doors will

open to the event at 18:00 on 18th December 2017 and close at 1:00am on 19th December

2017.

According to Harris, the security requirements needs to be 1 guard to 75 guests when alcohol

is sold and at specific sites such as doors (Harris, 2015). Therefore, 5 guards will be hired at

an estimated cost of £10.50 per hour (LSS Security, 2017). The duration is between 18:00 on

18th December to 1:00 on 19th December at a total cost is £367.50.

Preparing the venue with Christmas themed decoration included: the purchase of a 10 foot

Christmas tree costing £90 (Real Christmas Trees, 2017); Fairy lighting and decorations

costing £63.54 and £49.80 respectfully (Party Packs, 2017a) (Party Packs, 2017b). Lights for

the tree totalled to £18.96 (Party Packs, 2017c).

Each guest will have a complementary Christmas cracker costing £72.00 in total (Party Packs,

2017d).

5.1.2 Guests and Invitations

Assuming there is no fee for poster distribution and setting up the online web-payments through

Strathclyde University Store. The ticket collection process is free.

5.1.3 Entertainments and media

During the event, there will be a live ceilidh band between the hours of 21:00 on 18th December

to 1:00 on 19th December at a cost of £650.00 (Last Minute Musicians , 2017). This price

includes the band travel and other miscellaneous expenses.

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Guests will have complementary access to a photo booth which will be open between 21:00

and 23:00 on the 18th December at total cost (including staff and delivery) of £275.00 (Sandra,

2017).

There will be a raffle to make increase profits. There will be various prizes such as: a bottle of

vodka; a bottle of Buckfast; £40 in cash; box of celebrations and an Amazon voucher. Prices

can be found in Appendix B – Budget Summary.

A professional photographer will be present for the entirety of the event costing £455.00
(Craig Connell, 2017). Photos will be available to download with full use rights after the
event. A deposit of £50 is required.

5.1.4 Catering

Òran Mór can provide catering. The price of a three-course meal is approximated at £24.95

per person (Addington Court, 2015). External bar staff is hired at an estimated £18 per hour

(Berkeley Catering, 2017). An assumption of 4 bartenders will be appropriate a total cost of

£576.00. Kitchen and waiting staff costings is included in the meal per person price and rented

venue price. The meal will be served at 19:00 and expected to finish at 21:00 on 18th December.

In order to further maximise profits, the bar (for the purpose of the event) is a separate entity

to the venue. An external company will be employed to manage the bar as well as an external

alcohol supplier. An upfront cost of £300 is agreed to cover juice and non-alcoholic sales from

the venues private stock. Justification is shown in Appendix B – Budget Summary.. The venue,

external companies and ourselves are fully authorised to serve and consume alcohol with

premise licencing under the Licensing 2003 Act (Open Government Licence, 2017). It is

though that for purchasing and selling alcoholic drinks, a rough estimate per person is 2 drinks

in the first hour and 1 drink per hour thereafter (BRIDEBOX WEDDING ALBUMS, 2014).

As the guests are students the assumed overall quantity is 50% beer, 40% spirit and 10% wine.

The total alcohol stock expenditure is estimated at £1664.20, where various assumptions are

made based on average price per unit (Drink-wholesale, 2016).

5.1.5 Advertisement

The poster will be designed externally for an estimated £129.00 (2B Designer, 2017). The

Strathclyde University student printing facility will be responsible for high quality colour

printing on A3, 195g paper a total cost of £150.00 for 20 units (Student Printing, 2017).

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5.2 Income

The majority of the project income will be generated from ticket sales prior to the starting of

the event. However, in order to employ services and buy recourses a starting budget from the

sponsor will be provided. During the event, revenue generated from alcohol sales will

contribute to the overall project income. It is assumed that there is a 100% turnout of ticket

sales, however, in reality there may be absences for various of reasons. Therefore, alcohol and

raffle sales are assumed to be averages. Pricing strategy and quantity calculations are shown

in full in Appendix B – Budget Summary.

5.2.1 Ticket Sales

There will be 200 tickets available to MSc engineering students at the University of

Strathclyde. The tickets will be advertised at £40 per ticket. Included in the charge of the

ticket:

– Complementary Christmas cracker
– Access to the photo booth
– Three-course meal
– Full use rights to download event photographs.

It is assumed all tickets will be sold by the 11th November 2017, generating £8,000.

5.2.2 Alcohol Sales

The alcohol pricing strategy is based upon an approximation from previous company

experiences and other popular venues in Glasgow (Moskito, 2017). With an assumption of

15% of stock is unsold there will be a total income of £5066.00.

5.2.3 Raffle Sales
It is predicted that on average each guest will purchase 2 raffle tickets at £1 per unit.

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6 HUMAN RESOURCE MANAGEMENT

The project team was developed on the basis the key components of the project objectives and
deliverables. Outlining these provided the means to set up the various teams required to
successfully carry out these goals. Team sizes and responsibilities can change throughout the
project timeline if there are changes to the main objectives. As these are set out clearly in the
project charter, team sizes can be created efficiently. The teams will be made up of the
following.

6.1 Responsibilities

As shown in Appendix C, the responsibility assignment matrix assigns roles to team members.
They key relates to the following:

1. Responsible:

It is the person/department who is assigned to the task. the actions for a task or project to

be completed. During the task, the responsible department or person shall inform the

manager for the condition.

2. Accountable:

The person with the highest authority, and will take full responsibility in the event of failed

tasks.

3. Consulted:

A member in which the task is further verified for information or advice.

4. Informed:

A member is informed if the task as it may be crucial to the completion of their own work.

This is also for members than need to be kept informed about the task.

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6.2 Responsibility Assignment Matrix

One effective technique that will be implemented in this project will be the creation of

Responsibility Assignment Matrix (RAM). Within any project, team members must recognise

and understand their responsibilities and tasks. This RAM will outline the main responsibilities

within each project team. Once the RAM is established, it will aid in understanding

responsibilities and ensure the workload of each team. if a deliverable is not completed on time

or has not met the standard expected, the project manager will refer to the RAM to establish

the team accountable (Smith & Erwin, n.d.).

The format of the Responsibility Assignment Matrix is illustrated in the following tables of

this section. The content of which is linked to the produced WBS. A matrix was produced for

each of the main stages of the WBS. Refer to Appendix C for the Responsibility Assignment

Matrix in full.

6.2.1 Venue
In reference to Appendix C.1 – Venue the RAM produced for delivering the key stages of the

venue vary among the project teams. The research stage including: researching possible

venues; performing a screening matrix; and enquiring price details and date availability, are all

activities carried out by the marketing team. They will have full responsible of their actions

regarding their work in this section. They will communicate with the sales team to ensure the

venues found will meet the specifications within the project charter. The project manager will

have the final say in which venue is most suitable. This decision will be influenced by the

sponsor.

The marketing team will also have the responsibility in ensuring the venue is prepared for the

event. This will include, creating table plans and setting up general features prior to the day of

party.

6.2.2 Guests and Invitation
The RAM produced for the Guests and Invitation deliverable can be found in Appendix C.2.

To summarise these activities, the marketing will produce a guest list which will be based on

the requirements of the client. Once the production design of the e-tickets is produced, the sales

team will responsible for the selling and distribution of the tickets. As stated in WBS this will

be done through the use of the universities online shop. The Project manager will oversee this

work.

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6.2.3 Entertainment and Media
The RAM for entertainment and media hiring follows a similar pattern of the distribution of

workload for the venue phase. Appendix C.3 shows the marketing team to have control and

responsibility over research and contact of local bands, photography and photo booth

companies. To ensure the marketing team remain with the budget and are realistic over hiring

aspects and costs, the sales team and sponsor will be consulted throughout.

6.2.4 Catering
As shown in Appendix C.4, The catering for the event will be undertaken by contributed work

from the sale and marketing teams. The marketing team will again research potential

employees and provide evidence that requirements are fulfilled. The sales team will be

responsible for certifying the costs of this.

Marketing will be responsible in ensuring the venue will facilitate the dining requirements,

which will be past to the sponsor and the client, e.g. the students of Strathclyde University.

6.2.5 Advertisement

Appendix C.5 follows the same process. The marketing team will promote the event, ensuring

all other teams are informed. Changes or delays in the process will be communicated with the

project manager and sponsor.

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7 WORK SCHEDULE

Work schedule is carried out in Microsoft Project and is presented as a Gantt chart. Schedule

and resource list can be viewed in a separate file named EF931_Group 13.

7.1 Activities and Duration

The WBS is used as the initial basic work schedule. The Gantt chart represents sequenced

structure of events in the project. Activities are divided into sub activities. Gantt chart provides

deadlines and ensures the project is delivered within the requirements.

Referring to the EF931_Group 13, there are two main activities: Christmas Party Organization

and Day of the Event. Christmas Party Organization is an activity which is represented by

summary tasks that are further split up into sub-tasks and deal with the organizational steps

prior to the event. The overall activity lasts 50 working days starting from 22nd September,

completed on 30th November. This is to ensure that any cancelations or delays can be

eradicated without affecting the day of the event.

Day of the Event is the second largest activity which is the successor to Christmas Party

Organization activity. This occurs on the day of the event, 18th December 2017. These tasks

generally consist of deliveries and preparing the venue.

The activity is divided in order to efficiently assign resources and handle any foreseen

circumstances. The duration of tasks are based on experience and general assumptions.

The Gantt chart helps to deliver the project as activities that have dependency links between

predecessor and successor; allows effective order, time and resource management. In the event

of delays or activates finishing early, duration change that are linked will automatically

reschedule. This guarantees consistent time management throughout.

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7.2 Human Resources

The majority of activities are allotted with human resources.

Table V: Human Resources shows the human resources in the project. The Project Team are the

committee employed by the client to organise activities prior to the day of the event. The Hired

Staff are external companies that are employed for the running of the event.

Table V: Human Resources

An optimal distribution of workload and amount of workforce is achieved by the resource
scheduling optimization tool in MS Project. This provide even task allocation of
responsibilities.

Project Member
Number of
Employees

External Hired
Resources

Quantity

Project Manager 1 Security Guard 5

Sales Team 3 Waiting Staff 10

Marketing Team 3 Bar Staf 5

Kitchen Staff 5

Band Members 1

Photographer 1

Total 7 Total 27

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8 RISK ANALYSIS

8.1 Risk Probability and Impact Assessment

Qualitative risk analysis is a method of categorising risks in order of probability of occurrence

and threat to be further controlled or analysed (Project Management Institute, 2008). To

produce a probability and impact matrix various risks with their probability of occurrence and

their impact must be established first; this is known as the risk probability and impact

assessment. When performing the assessment, a basic indication of the threat to the project

will be based on the quality and availability of the data. As shown in Appendix D, the risk

probability and impact assessment assesses each risk and grades the probability and

impact.

8.2 Probability and Impact Matrix

With reference to Figure II, risks can be classified in order of impact, known as the probability

and impact matrix. The key (Table VI) shows high-level impacts in in red, low-level impacts

in green and in-between highlighted in orange. This matrix allows resources to be prioritized

to mitigate more significant risks. As illustrated in the matrix (Figure II), probability and impact

are not weighted the same. This is a result of probability being scored on a linear scale and

impact scored on a logarithmic scale. Consequently, the threat is more influenced by the

impact.

The matrix is an effective guide at controlling risks in the project. Referring to Project charter

in section 1, the 5 major risks include:

 Lack of communication between project teams

 Tasks are not completed in order

 Deliverables are not signed off

 Inaccurate costing estimates

 Lack of support from the project manager.

The impact matrix clearly demonstrates that the lack of communication represents the most

significant risk. This could result in marketing and sales teams miscommunicating during

research, leading to delays. Therefore, effective mitigation must be used immediately to

eradicate the possibility. A possible solution is to have regular meetings to discuss progress.

The project manager must insure teams are well informed with the other team’s decisions and

outcomes. Appendix D, shows the control steps for 5 major risks.

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Figure II: Probability and impact matrix (Project Management Institute, 2008).

Table VI: Probability and Impact Matrix Key.

PROBABILITY

0.9 0.05 0.09 0.18 0.36 0.7

2

0.7 0.04 0.07 0.14 0.28 0.56

0.5 0.03 0.05 0.1 0.2 0.4

0.3 0.02 0.03 0.06 0.12 0.24

0.1 0.01 0.01 0.02 0.04 0.08

0.05 0.1 0.2 0.4 0.8

Threats

IMPACT

Level of Risk Description

High
A risk that has a high likelihood of
occurring which will have a significant
impact on the any aspect of the project.

Medium
A risk which likelihood of occuring is
common and will have a moderate impact
on any aspect of the project.

Low

An risk that is unlikely to occur and if it
was to occur, it would have little impact on
the project and the project would be able
to continue with minimum distruption

EF931 Group 13
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9 CONCLUSION

In conclusion, the project is predicated to be a success. In reference to Appendix B, where the

cost breakdown data shows a project of £2054.51 profit by the end of the project. This fulfils

the projects main objective, and provides the sponsor with an adequate return on their

investment. High level risks were identified and control measures were established in order to

ensure possible impacts on the event and project operation were limited. When all the main

deliverables become signed off and achieved by their individual deadlines. This will result in

the client and sponsor claiming the project to be a success.

This project plan does not include safeguards for possible cancellations and changes. This

report runs in the prediction that each party agrees to deadlines and deliverables. In order to

achieve the client’s best interests, changes may have to be made on their terms. This has not

been planned and will have to be further accounted for.

EF931 Group 13
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10 REFERENCES

2B Designer, 2017. Prices. [Online]
Available at: http://www.graphicdesigner2b.co.uk/prices/
[Accessed 9 November 2017].

Addington Court, 2015. 2015 Function Brochure & Menus. [Online]
Available at: http://www.addingtoncourt-
golfclub.co.uk/userfiles/file/file/Final%20function%20doc
[Accessed 8 November 2017].

Berkeley Catering, 2017. Staff. [Online]
Available at: http://www.berkeleycatering.co.uk/menu-staff.php
[Accessed 3 November 2017].

BRIDEBOX WEDDING ALBUMS, 2014. How Much Alcohol Should I Have At My
Wedding?. [Online]
Available at: http://www.bridebox.com/blog/alcohol-at-wedding/
[Accessed 9 November 2017].

Craig Connell, 2017. Packages & Pricing. [Online]
Available at: http://www.ccphotographyglasgow.co.uk/packages/
[Accessed 9 November 2017].

Drink-wholesale, 2016. Drinks Shop. [Online]
Available at: http://www.drinks-wholesale.co.uk/export_products.htm
[Accessed 9 November 2017].

Harris, N., 2015. How many Security Guards Should i Hire at My Event?. [Online]
Available at: https://www.linkedin.com/pulse/how-many-security-guards-should-i-hire-my-
event-nick-harris
[Accessed 9 November 2017].

Last Minute Musicians , 2017. Robert Burns Ceilidh Band. [Online]
Available at:
https://www.lastminutemusicians.com/members/robert_burns_ceilidh_band.html
[Accessed 9 November 2017].

LSS Security, 2017. Hire Security Guards. [Online]
Available at: http://lsg-security.co.uk/hire/
[Accessed 9 November 2017].

Moskito, 2017. Drinks Menu. [Online]
Available at: http://www.moskitoglasgow.com/wp-content/uploads/2016/12/mos-dec16-
drink-2-tilt-1
[Accessed 16 November 2017].

Open Government Licence, 2017. Licensing Act 2003. [Online]
Available at: http://www.legislation.gov.uk/ukpga/2003/17/contents
[Accessed 10 November 2017].

Party Packs, 2017a. White LED Fairy Lights. [Online]
Available at: https://www.partypacks.co.uk/white-led-fairy-lights-set-of-480-with-8-multi-

EF931 Group 13

25

functions-28-8m-pid102235.html
[Accessed 9 November 2017].

Party Packs, 2017b. Standard Red, Green and Gold Christmas Decoration Pack. [Online]
Available at: https://www.partypacks.co.uk/standard-red-green-and-gold-christmas-
decoration-pack-pid70439.html
[Accessed 9 November 2017].

Party Packs, 2017c. White LED Fairy Lights. [Online]
Available at: https://www.partypacks.co.uk/white-led-fairy-lights-set-of-20-3-5m-
pid102237.html
[Accessed 9 November 2017].

Party Packs, 2017d. Twelfth Night Crackers. [Online]
Available at: https://www.partypacks.co.uk/twelfth-night-crackers-box-of-100-
pid104421.html
[Accessed 9 November 2017].

Project Management Institute, 2008. A Guide to the Project Managment Body of Knowledge
(PMBOK Guide). Fourth ed. Atlanta: PMI.

Real Christmas Trees, 2017. Nordmann Fir. [Online]
Available at: http://www.realchristmastreesglasgow.co.uk/nordmann-fir/
[Accessed 9 November 2017].

Sandra, 2017. Scotlands Number 1 Photo booth Hire. [Online]
Available at: https://www.gumtree.com/p/photography-services/scotlands-number-1-photo-
booth-hire-prices-from-only-%C2%A3199/1177140905
[Accessed 9 November 2017].

Smith, M. L. & Erwin, J., n.d. Role & Responsibility Charting (RACI). [Online]
Available at: https://pmicie.starchapter.com/images/downloads/raci_r_web3_1
[Accessed 15 November 2017].

Student Printing, 2017. A3 Colour Print. [Online]
Available at: http://www.studentprinting.co.uk/a3-colour-print-5-p.asp
[Accessed 10 November 2017].

zipcube, 2017. The Auditorium. [Online]
Available at: https://www.zipcube.com/uk/meeting-rooms/glasgow/5874
[Accessed 31 October 2017].

i

APPENDIX A – WORK BREAKDOWN STRUCTURE

ii

APPENDIX B – BUDGET SUMMARY

Budget summary – Christmas Party

Total expenses (£):

11,411.49

Total income (£):

13,466.00

Balance (£):

2,054.51

Expenses

Item Quantity
Unit cost (£) or
Rate (£/h)

Time
(h)

Total cost
(£)

Venue

Rent 1 1400 24 1400
Bar staff 4 18 8 576
Security staff 5 10.5 7 367.5
Kitchen Staff 5 Included with meal/venue price

Waiting Staff 10 Included with meal/venue price

Total: 2343.50

Decorations
Christmas tree 1 90 – 90
Lights 1 63.54 – 63.54
Decorations 1 49.8 – 49.8

Crackers (box of 100) 2 72 – 144

Tree lights 4 4.74 – 18.96

Total: 366.30

Entertainment and Media
Band 1 650 4 650
Photo booth 1 275 2 275
Raffle 1 88.49 – 88.49

Photographer 1 65 7 455

Total: 1468.49

Catering
Meal 200 24.95 – 4990
Beer (Kegs) 75% of total 7 120 – 840

Beer (bottled, crates of 24) 9 20 – 180

Spirits 20 26 – 520

Wine 27 4.6 – 124.2

Cover of non-alcoholic drinks I – – – 300

Total: 6954.20

11411.49
13466

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iii

Advertisement
Poster design 1 129 – 129

Poster Printing 20 7.5 – 150

Total: 279.00

Raffle Cost (£)
Vodka 15.99

Buckfast 7.5

£40 40

Chocolate 5
Amazon
Voucher

20

Total: 88.49

Income/Funding

Item Quantity Unit cost (£)
Total
income (£)

Starting budget

Tickets 200 40 8000
Beverages – – 5066
Raffle 400 1 400

Total: 13466.00
Average number of drinks purchased

Time Beer Spirits Wine

Hour 1 200 160 40

Hour 2-7 600 480 120

Total: 800 640 160
88 pints per keg, 7 kegs needed
24 bottles per crate, 9 crates needed
33 shots per bottle, 20 bottles needed
6 glasses of wine per bottle, 27 bottles needed

Alcohol sales

Item Quantity Unit Cost (£)
Total income
(£)

Bottles 200 4.5 900

Pints 600 3.5 2100

Spirits 640 3.5 2240

Wine 160 4.5 720

Total: 5960
15% unsold: 5066

I Upfront cost estimate: 1 can of soft drink per spirit drink, 27 crates needed.
£9.99 per crate, total: £269.73 = £300±

EF931 Group 13
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APPENDIX C – RESPONSIBILITY ASSIGNMENT MATRIX

Appendix C.1 – Venue

WBS
Activity

No.
WBS Element

Project
Manager

Sales
team

Marketing
team

Sponsor

1

1.1.1
Primary research of party venues
within the Glasgow area

A C R I

1.1.2
Create a list of all venues able to
accommodate 200 guests

A C R I

1.1.

3

List party amenities and ensure
selected venues fulfil requirements

A C R I

1.1.4
Perform a screening matrix to
establish the more suitable venue

A C R I

1.1.5 Final decision A C R I

1.

2.1

Enquire availability for 18th
December

A R C I

1.2.2
Enquire overall costs and deposit
required

A R C I

1.2.3 Pay initial deposit for venue A R C I
1.2.4 Pay full price of hire A R C I

1.3.1 Initial viewing of the hired venue A C R I

1.3.2
Create layout of the party, including;
table plan, and bar

A C R I

1.3.3
Set up table layout, including; centre
pieces and general table settings

A C R I

1.3.4

Set up decorations, including;
lights, Christmas features and
speakers

A C R I

1.4.1 Enquire hire of venue staff A C R I
1.4.2 Research local security firms A C R I

1.4.3
Hire required number of security
staff

A C R I
Venue

EF931 Group 13
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Appendix C.2 – Guests and Invitations

WBS
Activity
No.
WBS Element
Project
Manager
Sales
team
Marketing
team
Sponsor
2
2.1

Establish list of registered MSc
Engineering students and form guest
list

I C R –

2.2.1
Establish various invitation ticket
ideas and designs

I C R –

2.2.2 Choose final design (E-ticket) A R C I

2.2.3
E-ticket sales through Strathclyde
online shop

A R C I

2.2.4
Ticket sales through Strathclyde
Univerisities online shop

A R C I

2.2.5

Set up automated email for students
with
receipt of purchase

A R C I
Guests and Invitations

EF931 Group 13
vi

Appendix C.3 – Entertainment and Media

WBS
Activity
No.
WBS Element
Project
Manager
Sales
team
Marketing
team
Sponsor
3

3.1.1
Research local
bands

A C R I

3.1.2
Contact available bands to negotiate
prices

A C R I

3.1.3 Pay deposit A R C I
3.1.4 Pay full hire R C

3.2.1
Contact local photography
companies

A C R I

3.2.2
Gather various quotes and choose
most suitable photographer

A C R I

3.2.3 Pay deposit A R C I
3.2.4 Pay full hire A R C I

3.3.1
Research hire of photo booth
equipment and costs

A C R I

3.3.2 Pay for photo booth A C R I

3.3.3
Organise delivery of photo booth to
venue

A C R I

3.3.4 Organise pick up after the event A C R I

3.4.1 Purchase raffle books A R C I
3.4.2 Purchase serval prizes for raffle A R C I
3.4.3 Enquire to university for donations A C R I

Entertainment and media

EF931 Group 13
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Appendix C.4 – Catering

Appendix C.5 – Advertisement

WBS
Activity
No.
WBS Element
Project
Manager
Sales
team
Marketing
team
Sponsor
4

4.1.1
Contact venue and request menu
options

A C R I

4.1.2
Sumbit options to guests for
selection

A C R I

4.1.3 Gather responses A C R I

4.1.4
Finalise chosen menu and send to
venue

A C R I

4.2.1 Ensure bar hire at venue A C R I
4.2.2 Apply for mandatory alcohol license A C R I

4.2.3
Establish drinks menu and quantity
required

A C R I

4.2.4
Contact drink wholesalers and
enquire prices

A R C I

4.2.5 Confirm quantity and purchase A R C I
4.2.6 Set delivery details A C R I
4.3.1 Research event teams for hire A C R I
4.3.2 Enquire prices and availablity A R C I

4.3.3
Pay hourly wages and full hire of
required bar staff

A R C I
Catering
WBS
Activity
No.
WBS Element
Project
Manager
Sales
team
Marketing
team
Sponsor

5
5.1.2 Create poster design A C R I
5.1.2 Print multiple copies A C R I

5.1.3
Distribute and display posters
throughout university campus

A C R I

5.2.1 Social media promotion A C R I

5.2.2
Email reminders and promotions to
all guests

A C R I
Advertisement

viii

APPENDIX D – RISK PROBABILITY AND IMPACT ASSESSMENT

No. Risk Descritpion Example/Possible Effect on the Project Objectives Probability Impact Risk score
Responsible

person
Control/Mitigation

1
Lack of communication between project
teams

Teams do not intergate and work together effectively. This may cause
delay in the completion of work and therefore failure for teams to
make deadlines. This will therefore effect the overall timescale of the
project.

Poor communication between marketing and sales teams during the researching
and hiring stage of third party companies, such as the venue, may lead to a delay
in the booking process. This could run the risk of the venue being booked for the
date required of the 18th December

0.6 0.7 0.42 Project Manager
Regular meetings to discuss progress and project manager must keep
teams to deadlines

2 Tasks are not completed in order
Tasks are performed randomly and schedules are not followed casuing
delays in subsequent tasks.

The hiring of the venue must be the first the task completed. This must be done in
order to esablish catering and bar requirements. If catering is booked prior to the
hiring of the venue then there could be issues may arise. The venue could have its
own catering facility.

0.4 0.8 0.32 Project Manager

Project manager has to effectively orgainse teams and work to the
project ghantt chart. Regular progress meetings between project
manager and sub team leaders will be held. Minutes of the meetings
will be recorded for future evidence if the issue was to reoccur.

3 Deliverables are not signed off
Failure to deliver the project scope objectives or agree on their
completion.

If one deliverable that is promised to the sponsor which is not met will result in
project upset. E.g. sub-standard entertainment.

0.6 0.5 0.3 Project Manager
Project objectives need to be clear and achivable from the intial
scope. The project manager has the final decision on deliverables
being signed off

4 Inaccurate costing estimates
Going over budget could result in objectives not being completed and
stakeholder promises not being met.

If a high percent of budget is spent on one aspect such as the venue, then there
will be limited money for band hire and entertainment features. Also general
ammenties like decorations and hall display features will not be sufficent enough
within the budget. This means the clients expections are not met, and the quality
of the party will decrease.

0.5 0.6 0.3 Sales Team
Crosschecking the prices between the marketing and sales team. Use
acurate references when calulating costs with expense related against
income.

5 Lack of support from the project manager
Project manager fails to provide adequate leadership to manage all
objectives.

Lack of leadership to supervise the groups may cause failure to meet the main
objective. If one deliverable is forgotten in the project by the projecvt manager,
for example, forgetting to hire the required number of bar staff, then the party will
not function properly and a profit will not be made .This will fail the main
objective.

0.4 0.5 0.2 Project Manager
Motivation from project manager through increased communication.
All deliverables and tasks will be stated in the ms project gantt chart.

6 Lack of support from sponsor
Sponsor does not provide sufficient funding and specifications on their
requirements.

0.2 0.8 0.16 Sponsor

7
Miscommunication between marketing team
and outsourced clients.

There are not regular updates between parties on progress and set
backs. This may result in objectives not being completed before
deadlines

If the marketing team does not ensure regular contact with the venue, the band,
and all other third-party contractors then unxpected cancellations could occur.
Cancelalations of venue or band will have significant effects on the party.

0.3 0.4 0.12 Sales team

8 Loss of resources Inability to complete objectives due to the lack of resources.

If project teams lose key resources such as the primary ms project gantt chart,
then tasks and objectives may not be complated on the dates set. Also key
deliverables may be missed or forgotten about if reference to this chart is not
available.

0.2 0.6 0.12 Project Manager

9
Each team interprets the high-level
requirements differently.

There is not a definitive understanding on what requirements are the
most important. Therefore, teams will prioritise different tasks with
different timescales and effort.

Prioritising aspects of the party over others such as, decorations and table set up;
over venue and bar hiring could lead to signifcant problems in the success of the
party.

0.1 0.9 0.09 Sales Team

10 Low team motivation Failure of team managers to notice low moral and address the matter. 0.1 0.8 0.08 Sponsor

11 Stakeholders become disengaged
Stakeholders can lose interest in the project and ignore
communications.

0.4 0.2 0.08 Stakeholder
All teams will have to understand the requirements in the project
charter. The project manager will need to dictate what requirements
are critical to the project success criteria.

12 Conflict between project teams Disagreement between teams can lead to poor execution of objectives. 0.2 0.4 0.08 Overall

13
Communication between stakeholders and
project team

When the project team does not communicate effectively key issues
may be left unsolved. On the contrary, when key project members
spend the majority of their time engaging with stakeholders their work
relating to the project may be delayed.

0.3 0.2 0.06 Overall

14 Unacceptable contract terms
Failure for sales team to negotiate acceptable contract pricing and
terms with external clients.

0.2 0.2 0.04 Sales Team

15 Stakeholders acceptance
The guests may reject the event even though all high-level requirements
have been met

0.2 0.2 0.04 Overall

16 Missing activites in project scope statement
Activities that are required for the completion of the project are
missing from the scope description

0.3 0.1 0.03 Project Manager

17 Perception of project failure

When high-level requirements change or get cancelled it may appear
that the project has failed. In reality the budget and timescale is just
constantly being extended, this may lead to orginal deadlines being
missed.

0.1 0.2 0.02 Overall

Sheet

1

Cost

Quantity

Income

1

8

00

330

.78

9

500

4 9 8

Total

Staff 15

.08

Raffle 1

150

750 3.5

1 10 8 80

4

50 Total 6330

25

8 140

20

Expenses

11

Income

Spirits

20 760

Wine

6

100
Total 12175.08

																																																																																																																	Expenses			Income
	Quantity	Unit cost/Hourly Rate	Time				Total	Unit Cost
Venue	Tickets	2	50	35					8	750
Rental		1	500	15	Bar			6
Bar	Staff			4			9	352.08		Raffle
Security	288	155	80
Included
2	140
Entertainment	Bar Income
DJ	300	Pints	6	20		3.5	2170
Photo Booth	369	Bottles	3	10	2.5	775
	150		Spirits	26	25
Photographer		Wine	190		760
Decorations
949
Catering
Meal	250	6250
Beer (Draught)		11		12175.08
Beer (Bottles)	18	198	15580
38	Profit	3404.92
43	258
Soft Drinks	400
8986
Advertisement
Poster Design	In House
Poster Printing		100

&1#&”Arial”&11&K000000SW Public General

Executive Summary

The content encapsulated in this report is the variety of work and the process involved in executing a successful Christmas party for the top University in Glasgow. Working to the requirements of the client, this report illustrates the different stages of planning implemented by the project team to cover all angles of the Christmas party; planning, advertising and sales. Together the team has decided upon all of the key elements of the party and has pieced together all the detailed work done in planning out the event into one final report for the client.

The client made clear the aims of the Christmas party to the project team before the planning stage. These aims allowed the project team to scope their planning stage and their research to meet the aims of the client. The main aims for the Christmas party were to:

· Host a party on the 11th December 2020

· Select a venue that can entertain 250 guests

· Make an overall profit of £2,000

In order to reach these goals, the project team undertook a number of different strategies to plan out the whole occasion. Within project management there are many well-known and trusted tools that can be utilized to form the planning stage in every project. The three main project management tools that the team carried out were: project charter, work breakdown structure and a project schedule. The project charter indicates the main points of the project by detailing key milestones, budgets provided, targets and any risks or challenges. The work breakdown structure illustrates all the major work to be carried out by the project team by splitting up the main criteria – such as venue, advertisement, entertainment etc. – of the party and detailing the work required to fulfill each criteria. The project schedule provides the team with a clear structure to work towards. Setting out a start and finish allows the team to set milestones and deadlines which results in the project being more successfully implemented and ready in time for the required date of the party. MS Project also provides the team to keep track of the resources and the efficiency of the team completing tasks as the project is underway.

For the purposes of ensuring a successful project that satisfies the client and guests, the team divided the project down into key tasks to be completed. By spreading the workload, it allowed the team to agree on key elements of the project such as venue, date, costs etc. then share responsibility and specialize on the different stages and considerations for the party to improve work speed and quality. The key tasks for the Christmas party are as below:

· Project Charter

· Scope Statement

· Work Breakdown Structure

· Venue Selection

· Finances

· HR Management

· Project Schedule

· Risk Management

Work Breakdown Structure

1. Venue

1.1 Research & Selection Process

1.1.1 Initial Research of Possible Venues

1.1.2 Create List of Key Requirements

1.1.3 Complete Venue Selection via Matrix

1.2 Booking

1.2.1 Enquire selected venue availability

1.2.2 Determine and negotiate costs

1.2.3 Pay deposit

1.2.4 Pay balance of costs

1.3 Event Preparation

1.3.1 Create plan and layout for event

1.3.2 Event set up – to be completed by event staff

1.4 Event Management

1.4.1 Confirm if waiting staff are included with venue cost

1.4.2 Research security staff

1.4.3 Hire Security staff

2. Catering & Bar

2.1 Bar

2.1.1 Confirm with venue that bar is available for the event

2.1.2 Apply for alcohol license

2.1.3 Create menu and quantities required

2.1.4 Purchase required alcohol and soft drinks at required quantities

2.1.5 Confirm delivery details with wholesaler

2.2 Meal

2.2.1 Enquire with venue regarding menu options

2.2.2 Select menu with 3 options including 1 Vegetarian/Vegan option

2.2.3 Ensure guests select their choices when purchasing tickets

2.2.4 Finalise option choices and send to venue

2.3 Staff

2.3.1 Determine number of bar staff required for event

2.3.2 Research bar staff in local area

2.3.3 Interview, negotiate hourly rate and hire bar staff for event

3. Entertainment

3.1 DJ

3.1.1 Research local DJ’s and create shortlist

3.1.2 Enquire availability and price for each on the shortlist

3.1.3 Negotiate cost and pay deposit

3.1.4 Pay remaining balance

3.2 Photographer

3.2.1 Enquire to university photography department for mailing list

3.2.2 Send email to determine if anyone on the course would be interested in photographing the event

3.2.3 Research local photographers as plan b in case there is no students available

3.2.4 Negotiate cost

3.2.5 Hire photographer

3.3 Photo Booth

3.3.1 Research local photo booth hire

3.3.2 Enquire availability and costs with companies shortlisted

3.3.3 Organise delivery to event

3.3.4 Pay for booth

3.3.5 Organise collection at the end of the event

3.4 Raffle

3.4.1 Determine prizes

3.4.2 Buy prizes

3.4.3 Buy raffle books

4. Tickets & Advertisement

4.1 List of Potential Guests

4.1.1 Enquire to university for mailing list

4.2 Production & Sale of Tickets

4.2.1 Create a few potential ticket designs

4.2.2 Finalise design

4.2.3 Create webpage within company website to sell the tickets

4.2.4 Create email inbox for event

4.3 Posters

4.3.1 Create initial poster designs (In house)

4.3.2 Finalise poster design

4.3.3 Get posters produced

4.3.4 Display at various locations on university campus

4.4 Online Advertising

4.4.1 Create social media pages for event (Facebook/Instagram/Twitter)

4.4.2

Send email reminders

SW Public

General

Venue Selection

The venue selection required a shortlist of available businesses that would be suitable to host such an occasion. There were a number of venues that were considered and contacted to retrieve the required cost to utilise the space they can provide along with ensuring that they were available for the specific date. To make it onto the shortlist of contenders the venues had to meet specific requirements which were:

· Able to provide a large enough space to accommodate 250 guests

· License to serve alcohol

· License to serve food

· To have health and safety certificates to host a party

On top of these requirements the team decided to consider only venues within the Glasgow city centre area. This was made a requirement because there are multiple transport links to the city centre such as buses, trains and taxes etc. Therefore, to mitigate the impact of bad weather affecting guests being able to travel to the event then having more transport options available was deemed essential. Additionally, the cost of hiring the function area was capped at £2000. This is to maximise profits and rule out venues which would demand ludicrous pricing.

Venue Options

The shortlist of venues was constructed following the requirements mentioned above and the resultant options available is listed below:

Oran Mor

Provided with package:

· 3 course meal

· DJ set

· Option to add a Ceilidh band for £850

· £36 pp entry

· Hire Cost = £1200

Hilton Hotel

Provided with package:
· 3 course meal
· DJ set

· Champagne reception

· £37 pp entry

· Hire Cost = £1500

Arta

Provided with package:
· 3 course meal
· Champagne reception

· £40 pp entry

· Hire Cost = £1200

Science Centre

Provided with package:
· 3 course meal
· Champagne reception

· Free parking

· Event management and security

· £50 pp entry

· Hire Cost = £1700

Selected Venue – Hilton Hotel

From the shortlist above it was decided that the Hilton Hotel provided the best value for money. It is not the cheapest of the options however, for what it provides it ticks a lot of the boxes of what the team feels provides a luxurious party atmosphere. The champagne reception was considered a special touch and an ideal way to greet the guests at the venue.

All of the venues supply a 3 course meal and have reasonably priced tickets. Although, considering that this is a University Christmas Party, it would need to be a lively atmosphere which led the team to the conclusion that music was a necessity at some point.

This ruled out the use of the Science Centre and Arta which do not provide a DJ set as part of the package meaning a DJ would need to be sourced and added to the costs. Oran Mor and Hilton included a DJ which hints at the space provided by the functions. Basically, if they include a DJ then they must have a dancefloor for the students to enjoy the night.

The decisive factor between the final two venues was based on the transport links surrounding the venues. Students will travel from many regions to attend University therefore it is naive to assume that they are all situated either at the University campus or very close by. Considering this factor, it became clear that Oran Mor does not have the same transport links around it that the Hilton Hotel does. The team researched the local area to decipher which of the two options would be easier to access. It was decided that a train station was a key service for multiple students to use to travel rather than bus services.

The figure above indicates the lack of transport links to Oran Mor. From using Google Maps the team determined that the only nearby form of transport, other than bus stops, is the Hillhead Underground. The underground routes are a good way of connecting Glasgow’s city centre to the Glasgow’s west end. Although, this form of transport normally means that guest would have to find a way into the city centre then get the underground too.

The figure above shows the transport links surrounding the Hilton Hotel in Glasgow city centre. The main transport link highlighted in the figure is Anderston train station. This station is connected to Glasgow Central station which is one of the main train stations in Glasgow with trains from all over Scotland connecting to it. Additionally, it is important to note the M8 running alongside the Hilton as this provides guests to be dropped off via taxis or lifts from one of the biggest motorways in Scotland. Finally, the two streets highlighted – St Vincent Street and Argyle Street – are two of the biggest and busiest streets in Glasgow with transport links such as train stations, taxis and buses operating along these streets.

As a result of the analysis of the transport links surrounding the two venues it was decide by the team that the Hilton Hotel Glasgow was the preferred destination. It has much more options for guests regarding transport and is situated in the city centre rather than the West end of the city with less transport links.

Finance

Venue – Hilton Glasgow

Guests – 250

Rental – £1500 6pm – 1am

Meal – £25pp = 250×25 = £6250

DJ – £300 (Bidvine)

Photographer – Student, £10 per hour = 10×8 = £80

Bar – 2 drinks pp in first hour, one drink per hour there on = 250×2 drinks x 1hour =500 + 250x8hrsx1drink = 2500 drinks

15% extra to be safe = 2875 – 25% soft drinks = 2150

50% beer, 1075 drinks 66% (710) kegs (88 per keg = 8 kegs), 33% bottles (355) (18 crates of 20)

· Kegs = £140 each x 8 = £1120 (barsatyours, 2020)

· Bottles = £11 each x 18 = £198

40% spirits, 860 – 38 bottles at £20 each = £760

10% wine, 215 = 43 bottles at £6each = £258

Soft drinks – £400 upfront – from venues stock

Beer – £1120

Spirits – £760

Wine – £258

Soft Drinks – £400

Total = £2538

Bar Staff – average £9.78/hr (Indeed), 1 per 75 guests (4) (Event Planning), 5pm-2am = 9x4x9.78 = £352.08

Raffle – £150 worth of prizes – Vodka (20), Case beer (15), £30 cash (30), £25 meal voucher, Box of Chocolates x2 (10), christmas hamper (30), champagne (20)

Assume that on average people will purchase 2 strips at £1 each = 250×2 = £500 – £150 = 350 profit

Security – 1 per 75 people when alcohol involved (Kwartha Security, 2015)

· 4 guards @ £9/hour (Glassdoor, 2020) 5:30pm-1:30am = 8hrs x £9 x 4 = £288

Advertisement – Poster design – in house, printing – 20 posters at £6 each

Entertainment – Photobooth – £369 (foxyphotobooth) for 3 hours use, party props £50 for rental

References:

https://www.linkedin.com/pulse/how-many-security-guards-should-i-hire-my-event-nick-harris#:~:text=If%20your%20guests%20are%20going,for%20an%20event%20this%20size.

https://www.glassdoor.co.uk/Salaries/event-security-officer-salary-SRCH_KO0,22.htm

https://www.indeed.co.uk/salaries/event-staff-Salaries

Bartender Staffing & Placement

Oval Photo Booth

https://www.bidvine.com/dj/price-guide#:~:text=How%20much%20does%20it%20cost%20to%20hire%20a%20DJ%3F&text=The%20cost%20of%20hiring%20a,to%20provide%20for%20the%20event.