Project ManagementThe dual objective of raising awareness and funds for Cork

Samaritans.

Dr. Lawrence Dooley.

Table of ContentsExecutive Summary 3Section 1: Project Description 4Project Objectives 4Project Background 4

Kent Railway Station Collection 5 Raffle 6 Colour Run 8 Online Campaign 9Section 2: Project Management Processes 11Initiation 11 Inputs to Initiation 11 Outputs of Initiation 14Planning 16 Scope Planning 16 Stakeholders 16 Project Plan 20 Resource Planning/ Cost Estimation 21 Work Breakdown 23 Project Schedule 24 Project Quality Planning 26 Risk Management Planning 27Execution 29 Inputs of Project Execution 31 Tools and Techniques 32 Outputs of Project Execution 32Monitor and Control 33 Integrated Change Control 33 Scope Verification 34 Scope Change Control 34 Schedule Control 35 Cost Control 35 Quality Control 36 Performance Reporting 36 Risk Monitoring and Control 37Closing 38

Phase Scenarios 38 Categories of Activities 38Learning 40Bibliography 43Appendices 44

Executive Summary

This project was undertaken with the dual objective of raising funds and raising awareness

for the Cork based NGO, Samaritan's. The time frame of the project was 12 weeks and the

scope of the project covered three main fundraising events; a colour run through UCC

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campus, a bucket collection at Kent train station and a raffle. As well as these events, an

online campaign was executed in order to increase awareness of the NGO. With a budget of

€120, the project group managed to raise €2,037.86 through various endeavours.

Key project management processes were used throughout the project which facilitated the

development of management skills within the project team. Essential skills such as teamwork,

communication, negotiation and problem solving were cultivated throughout the length of the

project.

Section One: Project Description

Project Objectives

● Raise the overall awareness of the Cork Samaritans through a number of schemes

involving both digital campaigns and personal promotions whereby both the critical

support offered and the contact details of the Cork Samaritans are delivered to the

public.

● Raise profits for the Cork Samaritans through a number of feasible yet effective fund-

raising events and operations.

Project Background

Introduction

In order to arrange the project team, a Facebook group page was created with all team

members and an initial meeting was set. At this meeting, members introduced themselves and

a team leader was elected. Following this appointment, the team leader delegated the

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following roles to each team member: communication officers, social media officers,

secretary, treasurer and event planners. Once all roles were appointed and each member

understood what their role involved, the project team collectively agreed to meet weekly from

1pm to 3pm on Mondays to generate ideas, discuss and manage progress and address any

issues or conflict. During these meetings, decisions were made on the main fundraising and

awareness raising initiatives. These schemes involved a colour run event to promote both

funds and awareness, a raffle to raise much needed profits, an online campaign targeted at

raising awareness and promoting our events and lastly, collection days at Kent Railway

Station and on University College Cork campus during both the colour run event and mental

health week. Below is a detailed description of the events and initiatives which were carried

out:

Kent railway station collection

In order to provide a substantial start to our profit-raising aspect of the project, it was decided

that the most efficient way of achieving this was through collecting money in a public area.

The Cork Samaritan’s had an array of merchandise including collection buckets, t-shirts,

wristbands and stickers that could be utilised for this aspect of our project. Therefore, after

brainstorming a number of potential areas in which profits could be raised, it was decided that

the collection be held at Kent Railway Station. This location was decided based on a number

of factors; firstly, having gone through a series of trial-and-error locations, it was concluded

that alternative locations would not be feasible to conduct the bucket collection. Secondly,

when the issue of deciding on a location was raised with Jonathan, the contact at the Cork

Samaritans, the group was informed of the Samaritans ties with Kent Railway Station and

how it could be a potential area for collection. Following a group discussion, there was a

collective agreement that this would be a prime location, in particular on a Friday evening,

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based on the large numbers of people travelling home for the weekend and using the train

services at this time.

Following a second conversation with Jonathan regarding dates and times, he informed Kent

Railway station of our intentions. Once these requirements were approved by the station

manager, we set in place a schedule for Friday, October 28th. Based on the instructions of the

station manager, no more than three group members could collect at any one time. Therefore,

the devised schedule listed the times of when team members were to be at the station,

ensuring there were enough team members collecting at any given time whilst adhering to the

station manager’s request. Once we had these tasks accomplished, Jonathan was contacted

regarding collection buckets, t-shirts, wristbands, stickers, balloons; in essence, anything

associated with the Samaritans that could be of use to us throughout the day. As this was our

first organised operation we did not have any of these items. Therefore, on Thursday, October

27th, a team member travelled to the Cork Samaritans’ headquarters and acquired all of these

items. This team member was then allocated to the first time slot in the station for the

following day to ensure that all members were equipped with Cork Samaritans’ attire and

stationary. This was vital for two reasons; firstly, in order for the public to associate our

bucket collection with the Cork Samaritans’ and secondly, to not only involve the profit

raising aspect with this event but to also raise awareness in conjunction with this.

The Cork Samaritans’ contact details were printed on all merchandise so we therefore

ensured these details were visible at all times. Beginning at 13:00 and ending at 20:00, we

continuously had two members stationed at both entrances and one member located inside in

the centre of the station. Furthermore, a Cork Samaritans’ member was with us at all times,

overseeing and aiding us. Following this event, all team members kept their Cork Samaritan’s

t-shirts, with one team member who was scheduled in the final slot taking the buckets and

remaining merchandise for future events.

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Raffle

The raffle was set in place in order to raise and secure profits. This form of fundraising was

chosen on the basis that many group members believed they had connections and abilities to

secure spot prizes. Firstly, it was determined whether we could secure these prizes by

pursuing social connections and contacts to see if the raffle would be a plausible idea. In this

pursuit, we secured two Munster Rugby tickets from Bank of Ireland, a signed Kerry Jersey

from one member’s local G.A.A., a chocolate Christmas hamper from one member’s local

Spar and three restaurant vouchers from the fast food franchise, ‘Rockin Joe’s’. We also

liaised in particular with Bank of Ireland as there were issues surrounding the date of the

match on the tickets and whether the raffle would be completed in time for this date and also

to give appropriate notice to the winner. Due to the upcoming and fast approaching date of

the Munster Rugby match, we were concerned with having enough time to raise as much

money as possible. This was resolved as there was a possibility of changing the match tickets

by availing of different ones which would be available in another branch.

Once it was established that the raffle would be a plausible idea, as a group we decided on

which order the prizes would be given out from first to sixth place. We then discussed on the

best way to sell the tickets. This was a complicated issue as there were thirteen group

members selling tickets; different members were anticipating they could sell different

amounts of tickets and we also did not want to waste our core funds buying raffle tickets we

did not need. Upon discussion in the meeting it was decided that the best option would be to

sell tickets via individual cards. Each member would take down the participant’s name,

address, number and we would then orchestrate the raffle following our new method of

collection. We had a target of selling twenty raffle lines each valued at €5. The raffle cards

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were typed up, printed and distributed. Each member sold as many raffle tickets as possible,

with some members surpassing our goal of twenty. Three-hundred and twenty raffle lines

were sold in total. Following the completion of the raffle draw, the funds were counted. The

final total was €880; making it the most successful individual fundraiser in terms of funds

raised.

Colour Run

It was decided that the colour run would be our main event. It would be run on the main

campus of the college. A collection was held on the UCC campus prior to the event in order

to firstly build up an atmosphere to the run itself and secondly raise further funds. Before we

were able to advertise the event we made sure that it was feasible for us to have the event on

campus. To secure this permission, we connected to the college security. Following approval

from security, we could then set in motion our planning of this event. We collectively

decided that the colour run was to be held on the 4 th of November in the green area by the

Glucksman Art Gallery on UCC grounds. This date was chosen based on providing adequate

time to organise this event and also to run in conjunction with mental health week. Once the

fine details had been organised, we were then able to advertise and promote the event on

Facebook, Twitter and Instagram alongside posters around campus.

As Dean was the group treasurer and therefore in charge of the funds, he was delegated to

purchase the colour for the run online through Amazon. During the week the colour run was

to take place we ran into some difficulty as it was discovered that the UCC SÁMH society

had arranged to hold a colour run on the same day. Following a group discussion regarding

this setback and after discussion potential solutions, we decided that it would be best for us to

run the event with the society. This was based on the fact that the SÁMH society were a

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society related to mental health and also through our promotional campaign, our event had

been linked with this date for too long to make any changes and ultimately risk losing a

multitude of participants. We came to the agreement that as we had organised our event first

and we also had colour to supply for the run, while the SÁMH society hadn’t located any yet,

that we would receive 85% of the money that would be raised by the event.

On the morning of the day of the event we had our buckets from the Samaritans, which we

had kept from the train station, and located ourselves outside the library to tactically place

people around campus in order to raise maximum profits. We had two people collecting out

by the student centre, two people by the Kane building and three people at the main entrance

to the Boole library. While collecting, we were also promoting the colour run event that was

scheduled for later that day, garnering more participants in the final few hours. Following our

collection on the campus, the colour run was set in motion.. We started the event in the

amphitheatre and as a group, ran to the Glucksman grounds. The group of runners was met at

the bottom of the stairs by members the project team who were scattered around the green,

throwing colour and building an atmosphere. Everyone got involved in throwing the colour

and it was a great success. Due to our links with the Photography Society, a lot of

professional photos were taken which were then shared on social media, helping to raise

awareness about the great fundraising that we were carrying out for the Samaritans.

Online Campaign

With regards to raising awareness, as a group it was felt that due to the substantial growth in

social media usage in contemporary society, the best way to reach a large amount of people

would be by having an awareness campaign online. We debated and brainstormed a number

of ideas, ultimately deciding on creating a banner for our Facebook profile pictures that

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incorporated our ‘friend to depend on’ theme. It took quite a bit of planning between us all

but Amy Kearney, who was part of the social media team, was the main designer of this

aspect of the project. The image consisted of two bears that were embracing each other with a

green banner beneath them with our slogan ‘a friend to depend on’ inscribed on this banner.

We wanted to keep the Samaritan’s values in mind as much as possible throughout this

campaign. By doing this we used the same colour scheme that they had, and utilised the idea

of being able to talk to someone when needed; essentially, depending on them at that moment

in time.

Once Amy had completed the image, it was shared on each team member’s social media

account, with a paragraph that was composed to promote awareness about the charity and the

great work that they do for society. This had fairly large online reach with seventy-seven

people changing their photo on Facebook to include our banner. All of the network of friends

have then seen this banner and henceforth, the awareness reached even more people.

Following the online campaign it was also noted by the Cork Samaritan’s that there had been

additional contributions to their text line which was yet another accomplishment of this

campaign.

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Section Two: Project Management Processes

Initiation

The Project life cycle generally defines what technical work is done and who should be

involved in each phase. Initiation is the process of formally authorising a new project. This

formal initiation links the project to the ongoing work of the performing organisation

Inputs to initiation

Product description

This documents the characteristics of the product or service that the project was undertaken to

create. In the case of Samaritans, the main product description consisted of raising both

awareness and funds.

Raising awareness is of great importance for the Samaritans in order for it to be common

knowledge that the helpline is free of charge and just a call away. Samaritans value

awareness as important as funds raised. While all of those working in the organisation are

volunteers, funds are still necessary to keep the organisation up and running and therefore

also of great importance.

Product description must be detailed enough to support later project planning. The group

needed a budget to work with and agreed that €10 from each member would be a sufficient

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amount and given to Treasurer Dean Murray in order to help purchase the necessary tools for

the project.

In order to raise awareness, an online campaign was to be put forth through means of social

media such as a ‘twibbon’ on a Facebook profile photo. This would be done so by the social

media team; Amy Kearney, Avril Keegan and Jayni Webster who would create the twibbon

online that one could attach to their profile photo featuring two bears with the caption “a

friend to depend on”, the phrase used by Samaritans to demonstrate that one could depend on

them when in need. The class would attach the twibbon to their photo or change their profile

photo to feature a friend of theirs that they could depend on while featuring a description

under the photo that our project management were raising awareness of the Samaritans and

the Samaritans number that one could text to donate €2.

The project manager, Leigh Bradfield arranged to meet with the Samaritans group and

discussed the options for collecting. It was discovered that the Samaritans had permission to

bucket collect at Kent Train station and so would organise a day of collecting.

For the main fundraising event, a vote was held to decide whether to hold a colour run or a

cyclathon, which would consist of members of the group cycling on campus for the day.

The colour run was voted most popular by the group and was agreed to be the main event for

the project. In order for this event to be put in place permission, powdered colour, sweets and

awareness would have to be obtained.

Permission would be sought by emailing the students union and asking if the colour run could

take place on campus ending in the Glucksman during Mental Health Awareness week. The

project wanted to hold the colour run during this week to draw closer attention to what

Samaritans stand for along with raising funds. It was to be organised that bucket collecting

would be done on the day before the colour run also while tickets would be sold and sweets

handed out.

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Strategic Plan

The strategic plan of the performing organisation is to both raise awareness and funds for

Samaritans by holding a number of events with a budget of €120. The colour run would take

place during mental health awareness week to raise both funds and awareness.

Project Selection Criteria

Merits of the product of the project covering the full range of possible management concerns

(market share, financial return, public perceptions)

With a goal of raising €1500 through use of bucket collecting, the colour run and raffle while

also raising awareness online. Concerns included permission for the colour run to take place,

insurance involved, cost of the powdered colour and numbers for colour run.

Historical Information

Historical information about both the results of previous project selection decisions and

previous project performance should be considered to the extent that it is available. When

initiation involves approval for the next phase of a project, information about the results of

previous phases is often critical.

Project Selection Methods

This involve measuring value or attractiveness to a project owner. Project selection methods

include considering the project criterion and a means to calculate value under uncertainty.

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These are known as the decision model and calculation method. Project selection also applies

to alternative ways of doing the project; online campaign picture with teddy or the cyclathon.

When applying the constrained optimization method to bucket collecting at the train station

which involves finding "best available" values of an objective function given a defined

domain, including a variety of different types of objective functions and different types of

domains. In the case of collecting at the train station, it can be difficult to get a permit to

collect at certain locations and as Samaritans had already had a permit to collect here it was

agreed that this would be the best available option and the Samaritans also applied t-shirts

and buckets for collection.

Expert Judgement

This was taken into account when assessing the inputs in the initiation process. The main

sources were from Head of Samaritans. Our project management team received an insightful

talk from Mary Tobin giving us information on the Samaritans including historical

information how the charity was set up, what they do and advice into what we could to do

raise both awareness and funds.

Outputs from initiation

Project Charter

The project charter consists of a document that formally authorizes a project. This was

assigned and given in class that the Project Management group were given permission to

raise both awareness and funds for the Samaritans in Cork. It provided the project manager

with the authority to apply organizational resources to project activities.

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Project Manager Identified/Assigned

At the first meeting Leigh Bradfield volunteered to be project manager and all agreed that she

would be most suitable for the job. This was done so before project execution and planning

took place. Leigh Bradfield then assigned responsibilities to others in the project group.

Constraints

Constraints limiting the project management team included the €120 budget that the group

had to organize events. Insurance and permits necessary for events and fundraising.

Deadlines in order to plan events and dates to suit the project team so that all could

participate.

Assumptions

Project Assumptions are events or circumstances that are expected to occur during the project

life-cycle. We made the assumption that funds and awareness would be raised but we may

not hit our target and certain dates would not suit every group member for events with

differing schedules.

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Planning

Scope Planning

Scope planning is the process of progressively elaborating and documenting the project work

that produces the product of the project (PMBOK, 55). On our first collective meeting we

mapped out the all possible event ideas, locations, dates, and cost budgeting. These factors

were consequently determined by the nature of the organisation. The Samaritans, as a non-

governmental organisation, is a sensitive charity, close to the hearts of the local Cork

community. Thus, their progression, and sheltering from any negative spin-offs, was essential

throughout the planning process. Cost budgeting was a major factor contributing to the

planning of the project, while each individual team member donated €10 to start the funds;

we collectively had €120 to carry out this project. Together, with the cost restrictions, the

group members, and the organisation in mind, we began to plan our project.

On our first collective meeting we decided on a variety of important segments, issues, risks,

and general planning, that would take an essential framework for the duration of the project.

This included the designation of roles amongst group members, identifying possible risks to

the project, allocating and sourcing funds, deciding on a suitable timeframe, and creating a

guiding framework that would facilitate our plan of action over the coming months of the

project. Firstly we identified the project stakeholders.

Stakeholders

‘Project Stakeholders are individuals and organisations that are actively involved in the

project, or whose interests may be positively or negatively affected as a result of project

execution or project completion; they may also exert influence over the project and its

results’ (PMBOK, 16).

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Stakeholders of a project may be internal or external, while their naming or grouping is

primarily an aide to identifying which individuals and organizations view themselves as

stakeholders. This was crucial to our project, considering that its play within the public

sphere called for extra attention to detail and sensitivity. The following diagram visually

represents the stakeholders which must be considered throughout the report:

Figure 1 Stakeholder Hierarchy

Keeping these stakeholders in mind we collectively determined their individual and collective

requirements, which informed our management on those requirements, thus ensuring a

successful project (PMBOK, 16).

The Samaritans

Projects are typically part of an organisation larger than the project itself (PMBOK, 18). As a

Non-Governmental Organisation, the managing and facilitation of the Samaritans was a

critical objective for this project, given that any negativity surrounding the NGO or its

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presence in Cork City would have critical implications on their progression as a recognised

charity. Thus, their management was an essential and pivotal agreement amongst our group,

while the planning of events and the sensitivity of online social media presence was carefully

taken into account in order to promote the charity in the best possible public light, while

staying true and sensitive to their core values as an organisation. This involved restricting

our events to suit the charitable organisation, i.e. no alcohol-associated activates or events.

Project Manager

A project manager is the ‘individual responsible for managing the project’ (PMBOK, 16).

This involves ensuring group members are up to speed on changing circumstances, plans, or

general happenings. Designating our project manager-Leigh- we collectively agreed that she

would facilitate the best possible outcome for the project. As project manager Leigh directly

liaised with the Samaritans, our NGO, insuring the collective agreement on each individual

event or project update. This involved the full and immersive understanding of our NGO’s

values and public representation.

Group Members

Group members were one of the key stakeholders in this project, considering they are

performing the work (PMBOK, 16). Playing a vital and constructive role, group members

were designated particular tasks throughout the project weeks, while they fundamentally

represented the NGO and were thus responsible for any positive or negative attributions

within the internal and external happenings of the project. Dividing the group up into various

roles insured constant co-ordination and control over project happenings. Roles included

project manager, communication, social media, finance officer, secretary, ordinary committee

members (OCM), and videographer. Some stakeholders hold expectations that may differ to

other stakeholders, leading to conflict. Thus, the designating of roles create sub-project

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managers in essence, allowing for different segments within the group. This corresponds to

risk management.

University College Cork (UCC)

As students of UCC, it was important to uphold the reputation of the college, as any negative

associations with the project, or project members, would impact the status of the university

negatively. This included sensitive events or promotions on site. Outlining such sensitivities

at the initial stages of the project ensured both time and risk management from the outset.

Dr. Lawrence Dooley, DFD consulting

As our lecturer, Lawrence, played a key role in the project considering his role as mentor, and

facilitator, while fundamentally he held a position power regarding our grade. This was

considered throughout the planning of the project.

General Public

The general public plays an important role in the project, considering their reception, safety,

and awareness is crucial to a project’s success. Without the general public we would not

reach our goals for this project. Members of the public also act as project sponsors, providing

financial resources, in cash or kind, for the project (PMBOK, 16).

Project Plan

From the outset we hoped to raise awareness for the charity; both online and offline, while

generating large profits to contribute to its progression as Cork’s only 100% voluntary

listening organisation. We aimed to create a fun and respectable event located in University

College Cork by hosting a three-legged colour run on the Glucksman grounds. This was to be

our main event given the costs associated with supplying colour for the run itself. The

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planning of the event was filled with possible risks, while ensuring its success was crucial to

our project.

Event

The colour run was to take place on the 3rd November at 12pm in the Glucksman grounds of

UCC. The date November 3rd was decided on with regard to mental health week in UCC,

responding to both organisations (Samaritans and UCC) values. To ensure the success of the

event we put a plan of action in place, regarding the date and time of the event, the location,

the cost associated, security, and the generation of awareness. Dean Murray, the Treasurer,

organised the cost associated with the event, while he ordered the colour powder for the run.

Contacting the Glucksman, as well as UCC security was an essential process in the planning

of the event. Time was given to generate online awareness through social media networks

such as Facebook. Here a ‘twibbon’ campaign was developed with the logo of two bears

supporting each other- a case sensitive design for the charity. This was to be kicked off at the

second last week of October to allow enough time to generate awareness of the event. On site

collecting and awareness was to further promote the event, while this was to take place on the

day of the event. Collecting around UCC also required further permission and incentives

(sweets). At this stage in the project the only threatening risks found was the weather (if

raining colour would run), cost, number of participants, and graduations (clashing dates).

Resource Planning/ Cost Estimation

Resource Pool Description

There were 13 members in our group each with different strengths. Each member was eager

to offer their free time to ensure the project was successful. Each member offered to use their

social media accounts and personal network to help promote possible events and raise

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awareness for the Cork Samaritans. Some members had previous experience in holding

events for charity. Members were encouraged to share and contact personal connections to

acquire necessary resources and seek donations. The Cork Samaritans were eager to help in

any way, offering insight into what events worked previously, the service of their outreach

team and supplying of merchandise.

Time/Cost Estimation

Our budget was limited to €120. We toyed with the idea of holding one big event but

ultimately felt a series of small events would better help us fulfil our objectives. We agreed to

have our events completed by mid-November at the latest to allow enough time to write our

report and edit our presentation video by 2/12/16.

It was clear initially that the Colour Run event would be our largest expense. The main

difficulty was the sourcing of colour powder. From conducting research, we were left with

two options; make the colour powder ourselves or buy it premade online. Our Treasurer

investigated the time/cost of doing one or the other. Making the colour powder ourselves

would involve mixing water with cornstarch and food colouring, baking it ensuring it was dry

and blending it fine. Generally, it would take 2 days to complete one batch, assuming we did

not make a mistake. Through online research we found a reputable seller of colour powder on

Ebay.ie who would provide 48 x 250g bags in varying colours. This was the more expensive

option.

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Work Breakdown Structure

Member Role Function

Leigh Bradfield Team Leader Management

Cathal O’Donnell Secretary Administrative

Dean Murray Treasurer Administrative

Amy Kearney Social Media Team Design/Promotional

Kate Barry Social Media Team Design/Promotional

Jayni Webster Social Media Team Design/Promotional

Orlaith Morris Communications Coordination & Liaison

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Danielle Walsh Communications Coordination

Avril Keegan Communications Coordination

Amy O'Sullivan Long Events Logistical

Jess Enright Events Logistical

Brian Devane Events Logistical

Cillian Byrne Events Logistical

Project Schedule

Activity Est. Completion date

Group Formation/Brainstorming 19/9/16

Feasibility Research 3/10/16

Decision on events 10/10/16

Resource gathering 17/10/16

Completion of events 5/11/16

Writing and Editing of Report/Editing Video 30/11/16

Project closure 2/12/16

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Expert Judgement

We were advised, following a meeting with Cork Samaritans chairperson, Jonathan, that

collecting at Kent train station would be a beneficial event to hold due to Cork Samaritans’

past successes at that location. We planned to collect for two consecutive Fridays, 21st and the

28th of October.

Alternative identification methods

Through personal connections and engagement of lateral thinking we would able to acquire

the majority of resources easily and without incurring impact on our budget. Having

presented to the group the options regarding the colour powder, it was deemed buying the

premade colour powder online was the more logical thing to do as it incurred less time which

would allow members to focus on the execution of the events planned.

Resource requirements/Cost

Resource Cost

Colour Powder See budget – Ebay.ie

Raffle Cards Free – Made ourselves and printed through

personal connection

Sweets (To give out at Colour Run) See budget – Musgrave Marketplace

Cash box Free – preowned member item

Kent Station Collection Location Free – Connection with Cork Samaritans

Glucksman Grounds Colour Run Location Free – through being UCC Students

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Raffle Prize 1: Munster Tickets Free - Member secured donation

Raffle Prize 2: Signed Kerry Jersey Free - Member secured donation

Raffle Prize 3: Chocolate Hamper Free - Member secured donation

Raffle Prize 4: 3 x Rockin’ Joes’ Voucher Free - Member secured donation

Samaritans Merchandise Free – from Cork Samaritans

String for Three Legged Colour Run Free – recycling old preowned bed sheets

Project Quality Planning

Quality Policy

As our objectives were to both raise funds for the Cork Samaritans and create awareness it

was deemed that the quality of our project would rely on three factors; (1) the amount raised,

(2) the novelty of our event, and (3) creating awareness online.

Benchmarking

Utilising members’ previous experience, many different events were highlighted; a colour

run, cycleathon, bake sale, raffle, flash mob, bag packing. The decision of which event to go

through with was the most difficult aspect of the project as many members were focused on

innovation rather than implementation. The main events warranting further research were the

bag packing, raffle colour run and cyclathon.

Due to member’s ability to secure valuable prizes, a raffle was deemed a suitable method for

fund raising.

A ‘selfie’ sharing campaign, similar to the #NoMakeUpSelfie campaign for Cancer Research

UK was deemed to be the best way of creating awareness.

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Techniques Cost/Benefit Analysis

From conducting further research bag packing was eliminated as a possible option. Though it

would have raised a substantial amount of money it was not possible to get a place within

Cork city. Some supermarkets had a year-long waiting list. The final decision came down to

conducting a cost/benefit analysis on whether the Cyclathon or Colour Run would be more

successful. It was deemed that while the cyclathon would be the relatively easier event to run

it was not as a novel as holding a Three Legged Colour Run.

Quality Management Plan Outputs

● Our project would be deemed a success if we were able to raise €1,500 or more

● Due to its novelty the colour run was chosen as our main event with the raffle

considered a secondary event

● The ‘selfie’ sharing #FriendToDependOn campaign was deemed the most beneficial

form of creating online awareness

Risk Management Planning

When planning a large scale project, one must allow for risk management planning and risk

response planning. Project risks take multiple forms, while some may be crucial to the

projects succession, others may be merely unwanted obstacles. While we did not assign any

one person, or a collective, to undertake risk management as a full time commitment, we did

however hold weekly meetings which assessed possible risks. At these meetings all expected

and possible obstacles were communicated amongst the team, in order to prepare a risk

management, and risk response plan. We identified the following areas as most likely for

risk: event (weather), cost (would we go over budget), stakeholders (involvement),

organisation (values), and time (lacking).

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Risk Response Planning

Risk response planning is the process of developing options and determining actions to

enhance opportunities and reduce threats to the project’s objectives (PMBOK, 140). A few

days prior to our main event; the colour run, we encountered a problem no one had

anticipated: the overlapping of events. While colour runs are general not as popular as other

events such as cake sales, we did not consider the possibility of another UCC colour run

happening on the same day. The SÁMH society was hosting a colour run on the 3 rd

November at 2pm, just two hours following our own. While the SÁMH society generally had

a larger following, we knew that our event would not be as successful. Here we developed a

risk response plan to approach the head of the SÁMH society and try to negotiate a deal that

would benefit us both. On finding that the SÁMH society did not yet have colour bought for

the run, we offered to share ours with them, while they had planned on printing posters they

would in return add our event name to the poster, while changing their initial run to a three-

legged run. Here, we had to create a new plan for our event, one that incorporates a new

stakeholder’s values: SÁMH, which similarly to the Samaritans dealS with sensitive issues

regarding mental health.

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Execution

In order to efficiently and successfully complete the dual objectives of raising funds and

awareness, specific actions had to be undertaken.

Perform activities which accomplish project

 These related to raising funds and creating awareness of the work done by the Cork

Samaritans this had to support the needs and requirements of Samaritans.

Create project deliveries

This had to be achieved within a set timeframe as discussed through weekly team meetings.

The time frame for the events was 10 weeks, leaving two weeks to prepare the written report.

Staff, training and managing team members assigned to project

This was achieved through a training evening provided by the Samaritans. Member’s skills

were also utilised through thoughtful distribution of roles and duties throughout the project.

Obtain resources and manage effectively

This included the resources needed for our fundraising events such as buckets, t-shirts and

paint for colour run and securing permission to use the needed facilities for the event. Human

resources were provided through mandatory participation in the project in conjunction with

students MSc’s studies.

Implement planned methods and standards

 This was the hosting of our events and overall delivery of our online campaign.

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Establish and manage communication

This was achieved through weekly meetings and recording of meeting minutes and supplying

these to all members.

Generate data relating to cost and timing

This duty was divided between an appointed treasurer/finance officer and project leader.

Manage changes and risks

This was encountered when it was discovered that another group on Campus were conducting

a similar event on the same day. Collaboration and negotiation techniques were used to

mutually benefit both groups.

Project Execution Inputs

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These relate to the overall project management plan, changes that may have to occur, the

project environmental factors and Organizational process assets.

Changes occurred during the project. These related to the collaboration with the SÁMH

society who had planned a similar event for the same date.  These changes involved

consultations with the entire project management team as well as the Samaritans as it had to

be ensured that all parties were happy with the collaboration.  Negations included cost

breakdown and profit sharing.  It was also originally planned to hold two fundraising events

at Kent station however approval for only one day was granted, as a the scope of this event

had to be narrowed and readjusted.

Enterprise and environmental factors included taking the Samaritans objectives and principles

of an organisation into account.  The events therefore had to mirror these principles It was

decided to hold events that represented the ethos of the Samaritan and therefore events

involving alcohol or events that could impede on the image of the Samaritans were ruled

inappropriate.

Organizational Process Assets: This involves the setting out of policies and procedures

needed for implementation and effective execution of the project. The appointment of a

treasurer ensured appropriate management of all financial aspects of the project.  A campaign

manager role was created to fulfil the requirement of publicising and promoting the events

which were held as part of the project.

Project Execution Tools and Techniques

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The Samaritans were consulted throughout the project as they were the main stakeholder

within the project. Their expertise and guidance were utilised throughout the entirety of the

project.  The project manager facilitated communication when the need presented itself.

Project Execution Outputs

The deliverables and overall outcome of the project related to the funds raised through the

events undertaken and through the success of the online campaign which created awareness

for the Samaritans.

Work performance had to be routinely monitored to ensure the deliverables were met to the

highest standard given the timeframe for the project.

Monitor and Control

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Controlling Processes- Ensuring that project objectives are met by monitoring and measuring

progress regularly to identify variances from plan so that corrective action can be taken where

necessary.

Adjustments to the plan are made by repeating the appropriate project planning processes and

aims. In this case, the project aim was to raise funds and awareness for Cork Samaritans. The

management processes must be consistently monitored and controlled in order to recognize

necessary adjustments to be made to plans in keeping with changing situations. Controlling

also includes taking preventative action in anticipation of problems arising.

Integrated Change Control

Project plan development incorporates a consistent and coherent plan across all aspects of the

project. Integrated change control involves influencing factors that create changes,

determining changes that have occurred and taking an active role in coordinating changes

across the entire project as they occur. In this project for example, the initial plan was to

collect on two separate dates (the 21st and 28th of October) at Kent train station, Cork,

however, the Cork Samaritans could only secure a permit to collect at the location on one day

(The 28th Oct). This required the project group to reconsider the original scope of the project.

In addition, due to an unanticipated scheduling error, two colour run events were planned for

the same day on UCC campus. Changing the color run starting time and joining forces with

UCC Sámh society after discovering this error showed the project groups strong adaptation to

change. This change control worked out in favour of the project team as there was a stronger

link between The Cork Samaritans, UCC Sámh society and Mental Health Week which was

running concurrently during the week of our main project events. Integrated change control

allowed the project group to make adjustments to the plan without affecting the cost, quality

or staffing.

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In order to direct integrated change control, performance of the project was discussed weekly

at team meetings. Performance was discussed in order to help assess whether variances from

the plan required corrective action. Possible changes to the plan were discussed and necessary

additional adjustments were made while maintaining the integrity of the project goals and

objectives.

Scope Verification

Obtaining formal acceptance of the project scope by the stakeholders, in this case the

stakeholders include Cork Samaritans, the project management team and DFD consulting.

After discussions with the stakeholders, the scope of the project was confirmed and was

broken down into four main sections; the colour run, an online awareness campaign,

collecting at Kent train station, collecting on UCC campus. After determining the scope of

the project it became clear that the group had the resources available to us to also hold a

fundraising raffle and this was added to the project scope. Throughout the project, the scope

varied slightly with time constraints and outside influences but the core scope was

maintained.

Scope Change Control

The scope of the project varied from the original plan to some extent. The original plan was

to hold two days of collecting at Kent station, however due to the train station only giving us

permission to collect on one day the scope changed. Similarly, for the Colour run event we

experiences further change to the scope as we joined forces with UCC Sámh society in order

to effectively hold the event on campus without competition. Although this caused the project

group to change the time of the event, it also allowed the team to hold a more successful

event as the combined force of both groups lead more people to become involved in the event

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as well as allowing for an easier running of the event on the day as there were more peoples

supervising the event. There was a further change in the time schedule regarding the

fundraising raffle. We decided to push the raffle date from the 3rd of November to the 7 th of

November to allow members of the project team more time to collect. It was decided that the

funds that could be raised in the extra days were worth pushing the date back by 4 days.

Schedule Control

Regarding the time management, the events were to be finished by the weekend of the 5 th of

November and the report to be written up by the 30th of November. With the date for the

raffle being pushed to the 7th of November there was a slight shift in the scheduling of the

project. However, this was not a lack of time management but a tactical maneuver in order to

generate more funds.

In addition, the time of the Colour run was changed from 12pm to 1pm on UCC campus. This

was due to circumstances beyond our control which lead us to join forces with the UCC

Sámh society. This move benefitted both groups and allowed for a more successful event.

Cost Control

There were several changes to our budget which was set at €120. These changes included

having to donate 15 percent of the color run proceeds to UCC Sámh society when we had to

join forces. However, they agree to help pay for some of the cost of the powdered color

which was used in the colour run. The colour is where a good chunk of the original budget

was spent on so this was a useful addition. There were some funds left over after purchasing

the colour. This was used to purchase sweets at discounted price from Musgraves. The sweets

were used as an enticement for people to donate money as we were collecting on UCC

campus.

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Quality Control

It was crucial to the project that all team members were participating in order for events to

raise money and awareness were to a high quality standard. An outreach training session was

provided by Mary Tobin from Cork Samaritans to ensure all team members are on the same

page with regards to objectives and the goals of Samaritans. Having an efficient group of

team members at each event made sure that they were run professionally. Having the

resources available to have desirable prizes for the raffle was key to running a good quality

raffle and raising funds. Constant monitoring of behavior and objectives was needed to make

certain the high quality for the project.

Performance Reporting

Performance was monitored regularly throughout the project through weekly meetings and

through the project team Facebook page. When deciding on how to rate performance once the

project was complete, it was determined that an anonymous vote would be the most efficient

way to score individual team members. This was facilitated by the group Google drive so

members were able to submit their scores.

Risk Monitoring and Control

For the online campaign and the raffle there was little to no risk. Similarly collecting at the

train station and collecting on UCC campus had little risk except ensuring the proper

permission was gained from the authorities. However with the Colour run, several issues had

to be dealt with including insurance and weather. Insurance was provided by UCC and

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although a backup plan was put in place incase of adverse weather, fortunately it was not

needed. When it was made apparent that there was a similar event happening on the same

day, a risk assessment was made and it was decided the best option was to combine the

events. In this way, the issue was put to our advantage when we were able to join forces and

raise more money and have more participants.

Closing

The closing phase is when a project formally comes to an end. In the case of the Project

Management group project, the closing of the project is determined when the money raised is

handed over to the Cork Samaritans and when the written report is submitted.

Phase Scenarios

Project Samaritans falls under scenario B.

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● The project which contained many phases (events etc.) is at a stage where the final

result (money/awareness raised) has been established.

● The money raised has been handed over to the customer and they have formally

accepted it.

● The level of engagement with the online awareness campaign had been measured

● Our contractual obligations have been fulfilled.

● Thus the project may proceed to conclusion.

Categories of Activities

Three separate forms of closure - closure of procurement, internal closure (Administrative

and financial) and external closure (formal acceptance of deliverables).

Closure of Procurements

Close out all procurement activities and ensure termination of all procurement agreement, In

the case of the Samaritans project this would be the finishing of events that have been run.

Internal Closure

● Confirm that the defined processes are completed to produce final product of the

project, in terms of this project this involved divided up tasks for writing the report.

● Validate (internally) that the product of the project meets acceptance criteria. With

regards to this project, this entailed confirming that the group are all happy with the

events run and the final report.

● Complete financial records and release unused project resources. Make a final draft of

our financials and then pass our earning onto the Samaritans.

● Document lessons learned (part of corporate knowledge base, a category of

Organizational Process Assets).

● Archive all project documents and templates in the project management information

system (PMIS) Finalise report

● Perform assessment of team members’ performance in a self/ group assessment.

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● Conduct review of project (or phase) performance. This includes how successful we

have been in our report.

● Distribute final report of project (or phase) performance. Hand in the report.

External Closure

● Deliver final product of the project to the customer or sponsor - Give money to the

Samaritans

● Obtain final acceptance of the product of the project from the customer or sponsor -

Make sure the samaritans are happy with the work that has been done for them.

Learning

Throughout the course of our project we learned a lot about both the importance of using a

guideline such as PMBOK in order to initiate, plan, execute, monitor and close our project.

Group Dynamics/Group Process

When first given this task the team was perhaps overly optimistic about what could be

achieved. Through our first couple of meetings we had to understand the different stages of

group development consisting of forming, storming, norming and performing. Members

within this group came from a variety of different academic backgrounds and as a result and a

number of different strengths and weaknesses. We identified key strengths and weaknesses of

the various members of the group in order to use our resources both effectively and

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efficiently. We then used these strengths and weaknesses in order to allocate each member of

the group with weekly tasks to ensure the project was progressing on a weekly basis.

Communication Skills

Both communication skills were of utmost importance in ensuring the success of the overall

project. Here we learned that in order for the project to be completed within the time

allocated, unless there was weekly meetings and communication between all group members

outside of meeting hours this would not be achieved. Project communication management

was exercised throughout the course of this project through applying the broad concepts of

communications with the specific needs of our project.

Teamwork Skills

Once the group had surpassed the initial stages of group development we began to perform as

a team. Team development was vital in our learning throughout this project. The

development of the team as a whole was essential to the project’s ability to meet its

objectives. Our team continued to develop throughout the course of this project with us all

becoming more comfortable with each other, ensuring that meeting our goals and objectives

was a team effort. Team performance also improved a great deal throughout the course of

completing this project with individual skills being identified and used to the best of our

ability.

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Conflict/Problem Solving

Throughout the course of this project we learned about the importance of resolving conflict as

quickly as possible within the group to reduce the risk of project goals and objectives not

being achieved within the given timeframe. From the outset of the project and in some

instances throughout the course of the project conflict arose as people within the group had

different ideas and differences of opinion in how we should go about a variety of activities

which we undertook as part of this project. When disputes arose, they were resolved quickly

with the agreement of all members within the group through discussion within our group

meetings.

A major challenge lay in the fact we had quite a large group of students to work with. This

taught us a lot as we had to learn how to manage being part of a large group making sure

tasks and workload was distributed evenly among team members. Organization planning was

essential for us to learn as a group, how to ensure the project was completed within the given

timeframe.

Process Groups

This allowed us to learn a great deal about project management as a team. Planning processes

allowed us to clearly define our objectives and redefine these objectives in order to identify

alternative courses of action we could take in order to attain the objectives the project was

undertaken to address. Executing processes allowed us to learn about how to coordinate both

people and resources within the group. Controlling processes were also helpful in that they

allowed us to map progress at each weekly meeting.

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Bibliography

PROJECT MANAGEMENT INSTITUTE. (2013). A guide to the project management body of knowledge: (PMBOK® guide). Newtown Square, Pa, Project management institute.

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Appendices

Samaritans Budget

SUMMARY BUDGET ACTUAL BALANCE

Total Income €1,870.00 €2,157.75 €287.75

Total Expenses -€120.00 -€119.89 €0.11

€1,750.00 €2,037.86 €287.86

BUDGET ACTUAL UNDER/OVER

REVENUE

Member dues €120.00 €120.00 €0.00

Train Collection €600.00 €533.45 -€66.55

Colour Run €600.00 €612.30 €12.30

Raffle Money €500.00 €880.00 €380.00

Direct Text Donations €50.00 €12.00 -€38.00

TOTAL €1,870.00 €2,157.75

EXPENSES

Colour Powder -€100.00 -€89.90 €10.10

Sweets -€20.00 -€29.99 -€9.99

TOTAL €120.00 €119.89

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