pm ccac

COCA-COLA ANNUAL CONGRESS 2014

0

Politecnico di Milano

Master of Science in Management Engineering

PROJECT MANAGEMENT

Coca-Cola Annual Congress in Egypt

Submitted to: Team Members:

Prof. Mauro Mancini Keti Ivanova 823487

Mariya Nedyalkova 797079

Juana Valenzuela 813765

Boyan Bashliev 822566

Mohmmed Sief 823378

P


1

Contents

1. EXECUTIVE SUMMARY ...................................................................................................... 3

2. PROJECT GENERAL DESCRIPTION .................................................................................... 4

3. PROJECT OVERVIEW ......................................................................................................... 5

3.1. SCOPE OF WORK ............................................................................................................ 5

3.2. PROJECT OBJECTIVES .................................................................................................... 6

3.3. BUSINESS COMMERCIAL NEED ...................................................................................... 6

3.4. KEY ASSUMPTIONS ....................................................................................................... 7

3.5. REQUIREMENTS AND DELIVERABLES ............................................................................ 7

3.6. CONSTRAINTS AND SPECIFIC REGULATIONS ................................................................ 10

3.7 Acceptance criteria ......................................................................................................... 11

4. STAKEHOLDERS ANALYSIS ............................................................................................. 12

5. PROJECT TEAM ORGANIZATION ..................................................................................... 16

5.1. ORGANIZATIONAL CHART ........................................................................................... 16

5.2. CROSSING OBS AND WBS ......................................................................................... 16

6. WORK BREAKDOWN STRUCTURE .................................................................................. 19

6.1. LOGISTIC WORK PACKAGE .......................................................................................... 21

6.2. DELEGATE SERVICE WORK PACKAGE ......................................................................... 32

6.3. SPECIAL EVENTS WORK PACKAGE ............................................................................... 43

6.4. IT WORK PACKAGE ..................................................................................................... 61

6.5. HUMAN RESOURCES WORK PACKAGE ......................................................................... 68

6.6. COMMUNICATION WORK PACKAGE ............................................................................. 79

6.7. FINANCIAL WORK PACKAGE ........................................................................................... 85

7. RISK ANALYSIS .............................................................................................................. 105

7.1. PROJECT RISK MANAGEMENT .................................................................................. 105

7.2. RISK IDENTIFICATION: .............................................................................................. 106

7.3. FUNCTIONS RISK BREAKDOWN STRUCTURE .............................................................. 108

7.4. PROJECT RISK BREAK DOWN STRUCTURE: ............................................................... 114

7.5. RISK EVALUATION .................................................................................................... 115

7.6. RISK ASSESSMENT .................................................................................................... 117

7.7. RISK MITIGATION : ................................................................................................... 119

7.8. RISK MAPPING : ........................................................................................................ 122


2

7.9. MITIGATION COST ..................................................................................................... 123

7.10. CONTINGENCY FUNDING ....................................................................................... 126

8. PROJECT CONTROL ....................................................................................................... 130

8.1. PROJECT PHASES ...................................................................................................... 130

8.2. DOCUMENT CONTROL ............................................................................................... 131

8.3. COST CONTROL ......................................................................................................... 131

8.4. SCHEDULING ............................................................................................................. 131

9. RESOURCE MANAGEMENT ............................................................................................ 134

10. Cost estimation ............................................................................................................ 137

10.1. EQUIPMENT COST .................................................................................................. 137

10.2. HUMAN RESOURCES COSTS / LABOR COSTS ......................................................... 138

10.3. COSTS OF WORK PACKAGES .................................................................................. 140

11. FINANCIAL ANALYSIS ................................................................................................ 145

11.1. CASH FLOWS ......................................................................................................... 145

11.2. PAYMENT SCENARIOS ........................................................................................... 146

11.3. RESULTS ............................................................................................................... 147

11.4. PROJECT BALANCE ............................................................................................... 152

11.5. NET PRESENT VALUE ............................................................................................ 157

12. PROJECT CLOSEOUT .................................................................................................. 158

13. CONCLUSION .............................................................................................................. 159

14. APPENDIX ................................................................................................................... 160

14.1. BIDDING ................................................................................................................ 160

14.2. Gantt chart ............................................................................................................ 178


3

1. EXECUTIVE SUMMARY

The objective of our project is to organize the next Coca- Cola’s congress by providing them

the best quality of service. Our project team is hired by the customer due to our image and

effective work. Our past customers are giving us excellent feedback and recommendations.

This is another reason The Coca- Cola Company to hire exactly us. The project is completely

financed by the client.

Our work is mainly consisted of marketing researches, meetings to plan, organize and

relations between the stakeholders. The project is divided to three phases- planning and

organizing, execution and post- congress phase. It is important to be noticed that not all of the

structures in the team are actively taking parts in each stage due to their nature.

Much attention is given to make the project time effectively and efficiently. As a reason for

this we can indicate the type of the project, the time for developing and executing the project,

the scope statement and the importance of The Coca- Cola Company as a client.

Consequently, to estimate the optimal time for developing the project we used specific

software- MS Project. With the help of the program we built the Gantt chart, estimated the

resource usage, work load, cost of the project and approximated some important deadlines.


4

2. PROJECT GENERAL DESCRIPTION

Project Name Coca-Cola Annual Congress

Project ID CCAC-128

Sponsoring Company The Coca-Cola Company

Organized by International Congress Organization (ICO)

Table 1- general information for the project

The Coca-Cola Company is a multinational company founded in Atlanta 127 years ago,

dedicated to the business of beverages. It is the world’s largest beverage company with the

most famous soda: Coca-Cola. Now it operates in more than 200 countries and produces

nearly 450 brands.

The company and bottling partners are dedicated to their 2020 Vision: a roadmap for doubling

system revenues during this decade, focused on five key areas—profit, people, portfolio,

partners, planet and productivity.

CCAC Project aims to organize the biggest annual congress organize by Coca-Cola

International Company to gather all the company (CEOs, Financial Mangers, Operations

Managers and R&D Managers) from all of the 200 country where the company operate. The

congress should welcome around 1000 attendee from different continents , the congress will

take place in Egypt`s beautiful city Sharm Elshikh and it will be held in SOHO Square

compound to allocate the 1000 attendee for the 10 days. Four and five stars hotels inside the

compound will be accommodating the participants during the congress, for 10 days starting

on September 1st 2014 till September 9

th.

The main objective from the congress is:

- Set the company strategy for 2015

- Celebrate the Company operational achievements in the 2014

The Coca-Cola Annual Congress has been a landmark coming together of the company’s

leaders, diverse nationalities, businesses, ideas, causes and organizations for 127 years now. It

brings together the best of thought leaders from across the world to impact a microcosm of the

company future leaders. In its 128th edition The 128th Coca-Cola Annual Congress will be

the largest international strategic summit ever held in Egypt. A celebration of 127 years of the

company starting, the conference will focus on the change agent role that the high potential

participants can play in their cities, countries, and most importantly - in the world.


5

3. PROJECT OVERVIEW

3.1. SCOPE OF WORK As being chosen to organize Coca- Cola’s next conference on global level our main aim is to

provide to the company suitable environment for doing business, combined with a pleasant

experience. Our responsibilities are spread from providing the best place for the occasion to

measuring the gap between the customer’s requirements and the realization of the planned

activity, if such a gap exists. The project is envisioned as finished when we have a feedback

for the event’s organization and happening, when we realize whether the client is satisfied by

our service. In our responsibilities is included:

- Build up an online system to facilitate the delegates registration and communication

- Provide the participants with the needed documents, Service to obtain their visa

- Organizing the transport issues from the airports and train stations to the hotels and

event’s hall and the same for the way back after the end of the conference

- Choosing the best venue for the event considering cost, resources and capacity of the

place, customer’s requirements;

- Finding appropriate accommodation for the guests of the conference

- Providing a company for catering service;

- Provide all the materials needed to the conference sessions and activities

- Schedule and organize the Pre-study tours and Post-study tours

- Prepare a sign off report to be presented to Coca-Cola Company to use for the

conference next edition

Some of the activities are outsourced to third parties. We are responsible for the organization

of the transport but it is not our responsibility to do the transport- professional companies are

responsible for this. If some of the needed resources are missing on the place for the occasion,

we have to find these assets but professional logistics companies are liable about the

transportation of the items, Coca- cola is responsible for giving us a detailed plan for the main

issues of the conference, sessions schedule and the required resources needed for the activities

that will be done on the conference


6

3.2. PROJECT OBJECTIVES

The project consists in the organization of the annual international Coca Cola Company’s

meeting. The main objectives are:

- Gather together the representatives of every country where Coca Cola is present

- Discuss and integrate the mission and vision in each country to ensure all

processes and activities towards the same goals

- Evaluate the strategy and annual reports of 2013

- Discuss the future of the company and define changes and new goals in short,

medium and long term

- Coach Coca Cola Company’s managers in leadership skills, team work,

organizational culture, strategy and innovation

- Provide the best service in terms of accommodation, transportation and congress

organization

- Plan and organize all the activities during the complete period of the congress

including touristic and night events

3.3. BUSINESS COMMERCIAL NEED The need of a Coca-Cola congress is to bring company’s leaders from the branches all over

the world in regards to set the strategy for 2015, discuss business ideas and causes. Also:

- Expand the company products

- Company brand and market competitors

- New opportunities and threats to be explored for the coming year

- State and celebrate the company achievements for the past year to spread this toward

each national board of the company

To celebrate 127 years , from the company’s beginning .the conference will make connection

between the employees as a team building program and help them to enjoy being part of the

global family of Coca-Cola


7

3.4. KEY ASSUMPTIONS

Toward The Coca-Cola Company

- The conference is confirmed and any cancelation will obey to the legal part from the

contract;

- The conference will be on September 1st without any delay ;

- The Euro exchange rate is 9.7 Egyptian Pound.

Toward Conference Participants:

- The entire 1000 attendee will presen;t

- The Last registration date for the conference will be 3 weeks before the conference

starting time.

Toward External Suppliers and external aspects:

- The Country state is in normal case;

- All the suppliers are located in Egypt;

- All the deals with suppliers will happen without any interference from Coca-Cola

Company however they can suggest preferable suppliers.

Assumptions regarding legal issues

- It is assumed that all permissions, licenses and contracts will be issued and signed

within the planned times, according to past experiences and regulations. The project

teams’ lawyer is responsible to ensure the above.

Assumptions regarding the Project Team:

- The Project Team will act as a consultant and executor of the Coca-Cola

representatives as the investor, after the approval and signing of the project contract.

We will construct the project documentation and overview and control the execution

of the entire project until the successful end of the conference. After the end of the

conference, the Project is considered to be finished.

3.5. REQUIREMENTS AND DELIVERABLES The organization of CCAC includes some requirements and activities from different areas

involved in the development of the project. For each one there is a manager responsible for

the development of specific activities that result in the accomplishment of the objectives listed

before and previously agreed with the client.

The main deliverables expected by the client are:


8

In order to achieve each objective, the main activities are identified according to the area

involved. There are 5 functional areas involved during the whole development of the project;

from the design until the closing date of the event. Each are has the corresponding manager

who is in charge of the accomplishment of each goal and the respective deliverables.

Deliverables Complete program for the 10 day annual reunion. Includes conferences each day, night events and touristic activities

Contract with the different hotels where the guests are going to be accommodated

Contract with transport companies in charge of the transportation of the guests during the whole event

Contract with the municipality and/or owners of the different locations where the event is taking place

Contract with the suppliers of the material and equipment needed to make the event

Management plan for invited lecturers and workshops

Human resource management plan

Design and implementation of the web site

Design and implementation of the communication plan

Logistics plan

Financial analysis and control plan

Risk management plan


9

Communication

Invite and serve the media for the congress and its events

Manage all the dimensions (print, paper, virtual etc.) of the media and partnering with them

Invite and coordinate the guests and lecturers

Service

Communicate with delegates Manage and support the attendants’ immigration process Work with the Ministry of Foreign Affairs

Control the pre and post conference study tours

Develop the reception systems and work in close synergy with the logistics department Provide a help desk during the congress to assist delegates

Ensure that all systems are in place for delegates’ needs during the congress Ensure that each delegate goes back with an unforgettable experience

Information Systems

Web site development and support

Develop, track and maintain the overall database of social media subscribers and followers of the website Manage and support networking and infrastructure

Logistics

Secure a partnership with an airline company

Responsible for securing partnerships with all of the printing houses and stationeries

Coordinate the overall transportation of all stakeholders

Handle all the affairs between the congress and all respective ministries

Partnership management with the travel agencies

Plan all activities before, during and after the congress

Plan and allocate all the resources needed for the development of the congress

Manage the communication with the transport providers

Coordinate all logistical support for the activities before and during the congress Coordinate the removal and transfer of all logistics from the Congress and special event venues once activities are over

Management risk support

Coordinate the allocation of break-out rooms and session materials Coordinate the acquisition, transfer and storage of all the session material, special events and conference logistics in liaison with other teams Provide insurance to the attendants during their stay in Egypt

Finance

Budget management

Finance team management

Coordination with other portfolios in CC

Cash flow management

Post conference damage fee management

Tracking fee payments for CCAC

Smart card system management

Registration process at the venue: countries payments checking

Pre and Post Study Tour payments tracking

Merchandise sales and pricing management

In-kind and revenue generation progress reporting and tracking


10

3.6. CONSTRAINTS AND SPECIFIC REGULATIONS

CONSTRAINTS:

The constraints of the project are defined by the customer and the regulations body. By

customer’s constraints we have the limitation of the budget, the duration of the conference the

number of people attending and the time to execute the project. Regulations body constraints

are concerned with choosing and appropriate place in terms of capacity of people, level of

noise, health and safety regulations. The project should be finished until the end of August

and the time horizon for doing the conference and receiving the feedback is 1 month.

Budget: according to the number of people attending, the location, the accommodation

requirements, duration of the event and dates, there is a limited budget that has to be estimated and

agreed with the client. Any additional service required that is not specified within the project’s

scope is reflected in a possible increment of costs and in a significant difference compared to the

budget estimated and available for the project. Because of this, there are strict restrictions in

budgetary changes.

Duration and dates: the congress will last 10 days according to the clients specifications.is the

time required for the company to achieve their own objectives for the event. Due to

accommodation, transportation and availability of the attendants, changes are not allowed.

Limited time for project design: for having the acceptance by the client, the project planning and

design phases have to be follow specific deadlines set by the client. The event is taking place from

September 1st to September 9

th of 2014, according to this, the detailed project description and plan

must be completed at least 15 days before the guests’ arrival.

Location and safety: the chosen location must satisfy the requirements according to the number of

attendants, comfort, safety and convenience. Safety regulations must be taken into account within

all the activities that are going to take place during the whole event.

Technological resources: the technological resources are limited by the availability of the

resources in the chosen location and the possibility to manage a different type of technological

instruments to handle the different conferences and workshops.

Third parties service level: according to the client’s requirements, a previous contract will be

agreed with the third parties services providers (hotels, transport, workshops, lecturers) in relation

of the service level. However, the quality of the service depends on the suppliers and it is not

ICO’s responsibility.

SPECIFIC REGULATIONS:

Since accommodation, Transportation and catering is our responsibilities, it is mandatory for

it to choose a company that is aligned with the quality regulations set by Coca-Cola Company

and mentioned in the contract.


11

3.7 Acceptance criteria The project is envisioned as finished when there is a feedback for the event’s organization and

happening, when, as service providers, we realize whether the client is satisfied by the service

delivered.

In particular, there are some specific criteria by which the project will be evaluated according to

the type of event:

- Delivery time: the event has fixed dates that cannot be postponed for any reason. These have

been communicated in advance and the deadlines are strict and mandatory. Because of the

attendance of people from all around the world, neither the dates nor the place can be

susceptible to changes.

- Proper documentation and permits: proper documentation has to be delivered regarding the

main plan for each functional area involved in the project. Besides, the documents certifying

the respective permits required for conducting the event are needed as an assurance that the

event can be organized without legal issues.

- Safety warranties: the safety and security plans are required in order to assure the safety of the

attendants in all the activities involved in the event.

- Quality of lectures and workshops: the lectures and workshops must be at the same level of

the attendants; top managers from all around the world.

- Proper organization and schedule of daily activities: the activities of each day have to be

planned according to the event's magnitude and importance. Time, location and attendants'

availability and interests have to be taken into account when scheduling each day.

- High quality level in transportation and accommodation services: although transportation and

accommodation services are provided by external companies, a previous level of agreement

should be established in order to assure the client that the conditions in both services are met.

In particular, regarding the accommodation, 5 stars hotels are requested and punctuality and

comfort in transportation means are required.


12

4. STAKEHOLDERS ANALYSIS

The CCAC stakeholders list is specified in the Project Charter. Because of the type of project,

there are many people and entities interested in the project development and success. A

stakeholder’s analysis is required to understand the needs and importance of each one in order

to help in the decision making process according to their impact in the project.

In the following table is the detailed description of each stakeholder involved taking into

account their roles and benefits and impact of the project success.

Stakeholders Description Impact/Importance Benefits

The Coca-Cola

Company

Company that

requires the services

of ICO to organize

their international

annual congress.

ICO’s direct client.

- High importance and

impact;

- Main aim- satisfying

The Coca- Cola

Company’s

requirements.

The success of the

project is their main

interest. If the

project is completed

on time and all

requirements are

fulfilled, the

company’s annual

congress will be a

success.

Attendants

The attendants are

the Coca-Cola’s top

managers from the

200 countries where

it is present.

- High importance;

- Important for the

congress success is the

attendants’

satisfaction.

Gather together to

discuss the

company’s strategy

and gain knowledge

in entrepreneur

skills. Know Egypt

and visit its main

touristic places.

Hotels

Hotels are providing

us attendant’s

accommodation and

conference halls.

- High importance;

- The hotel importance

is related to the

attendants’

satisfaction. Although

it is not directly related

to the congress, it is a

support activity; it is

very important and

complex.

Accommodation,

for 1000 people for

one of the biggest

companies of the

world, is a big

contract which

involves a lot of

money for the

chosen hotels.

Besides, it gives

recognition to the

hotels for future

events.

Transportation Transportation - High importance. The The companies


13

companies companies are in

charge of bringing

the congress guests

from and to the

airport, to and from

the congress

location and to and

from other

additional activities.

attendance to the

congress depends on

the easiness to reach

the venue, pre and post

events.

- It is not an activity

directly related to the

congress but supports

the organization of the

event.

chosen for the

required

transportation

services are benefit

from the big

contract and

prestige given by

transporting 1000

people.

Touristic

agencies

Touristic agencies

chosen to do the

tours and touristic

activities before and

after the congress.

- Low importance;

- Although the

entertainment activities

are important for the

event, the success of

the congress doesn’t

depend on them. This

activities are not

related to the congress.

Doing this kind of

event in Egypt, will

benefit all the

touristic places due

to the magnitude of

the event. Besides

the amount of

people who is

visiting the country,

the importance of

the event will give

recognition to the

touristic companies

involved.

Lecturers

People invited to the

congress to do

lectures, seminars

and workshops

related to

entrepreneurs’ skills.

- Medium importance;

- The quality of the

lectures and

workshops depend on

the lecturers chosen.

Although it is not


main goal of the

congress, it is one of

the objectives and an

advantage of the event.

Besides the

payment for the

attendance to the

congress, lecturers

gain recognition

from participating

in an important and

huge event. The

complete coverage

and press releases

will improve the

image of the

lecturers

worldwide.

Catering

companies

The catering

companies are those

that will provide the

catering service

during the whole

event.

- Medium importance;

- The catering services

are important to ensure

guest’s comfort. It is


congress organization

and has a medium

impact on the overall

The catering

companies are

benefit from the big

contract of

servicing 1000

people and from the

recognition given

by the importance

of the event.


14

project because

although the attendants

comfort is important, it

doesn’t have a direct

impact in the congress’

activities.

Material and

equipment

suppliers

The materials

include paper,

pencils, folders,

badges, equipment

etc. The material

suppliers are those

which provides all

the material needed

along the event.

Equipment is related

to the additional

equipment not found

in the locations as

video beams,

computers, and

microphones.

- Medium impact;

- The absence of this

material will affect the

ease and attention of

the attendants but will

not delay the project or

affect the congress

development. The

additional equipment

is necessary for the

congress development

but this will not stop

the project. It is

possible that some

locations don’t have

the complete

equipment required for

the event but are

exceptions.

The chosen

company or

companies benefit

from the contract

and recognition

given by the event.

Egyptian

Government

Institutions

The Egyptian

institutions are those

related to all the

permits regarding

the attendants’

immigration process

and location

permits. Also, it

includes tourism

ministries and other

institutions related

to the touristic

activities.

- High importance;

- If all the permits are

not given for both, the

attendants and

locations, the congress

cannot take place.

This event is very

important for

Egypt. It will

benefit the country

by giving

international

recognition and

probably

persuading other

companies to take

the country into

account for their

future events.

Press

The press is the

media invited to

cover the whole

event. It is in charge

of the reports, news

and articles

regarding the project

- Low importance.;

- It is also used to

enhance ICO image

writing about the

success of the event.

Although it is

The benefits are due

to the contract

signed with Coca-

Cola but a delay in

the project doesn’t

affect the

stakeholder’s


15

development. important for the event

to gain the attention

worldwide, the

congress doesn’t

depend on this type of

activities.

functions.

Table 2- stakeholders

It is important to notice that the stakeholders are divided according to the relation within the

project. Some are affected directly by the project and the project can be highly impacted

because of changes in the negotiations or requirements of the stakeholders. Others are

important for the event but involves support activities that although are not directly related

with the congress, are of great importance in the organization of the whole event.


16

5. PROJECT TEAM ORGANIZATION

5.1. ORGANIZATIONAL CHART

The organizational structure of ICO is flat. There are seven managers in team responsible for

the congress. They act as line units for the team.

Figure 1. Organizational structure of ICO

5.2. CROSSING OBS AND WBS

The first step of crossing between OBS and WBS is compiling them into one matrix, in which

it will be easy to see the relations between the Work Packages and the project team members.

Since the picture of responsibilities in this phase, is not possible to be expressed on the first

level of details, we should move on the next level and present the activities consisted in the

work packages, which are almost unified for all of them. This is done in order to present a

better overview of the situation and easier control on the responsibilities.

Some examples of just how the matrix should be read and understood are presented.

For instance, let’s take the work package “Travel Agencies”. Here we have four persons

included, the Project Manager, Delegate Service Manager, Logistics Manager and Special

Events Manager. The Logistics Manager is the Responsible one, he is signing the contract

with a Support given by the Special Events Manager in terms of working on the preparation

and evaluation of the contract. At the end, the Delegate Service Manager and the Project

Manager should be informed of the outcome from this action. The following abbreviations

stand for the corresponding position in the Organizational Structure:

- PM – Project Manager

Project Manager

Delegate servicing

HR Logistics Communication IT Special Events Finance


17

- DS – Delegate Services Manager

- HR – Human Resources Manager

- LG – Logistics Manager

- C – Communication Manager

- IT – Information Technology Manager

- SE – Special Events Manager

- F – Finance Manager

The second step is determining the roles of the project team members within the different

Work Packages. The roles of the members can be:

- Responsible (R): the actor is responsible for the work package;

- Supportive (S): the actor supplies further resources to the Responsible;

- Informed (I): the actor has to be informed on the progress of the work package.


18

Table 3- Crossing WBS and OBS

PM DS HR LG COM IT SE F

Immigrations R R S S

Ministry of Foreign Affairs R R S

Study Tours R S S

Reception I R I

Assistance R S

Delegate needs R S

Delegate expirience R I S

Promotion I R

Tracking I R

Training R

Allocation and supporting I R S

Planning R R

Printing house I R S

Transport R I R I I

External Affairs R R S

Travel Agencies I I R S

Plan Resources I I R

External R S R I

Infrastructure I S R

Analising data R

Writing report I R

CBCA R

Ordering equipment S S R I

Receaving equipment I S R

Control check R R

Decorating R

Event check R I R

Event control R I I R

Writing report I R

NCRA of budgets I R

Ongoing review R

Allocation of resources I S R

Cash management I R

Tracking payments I S R

Accouting R

Creation of Cash flow stat. R

Creation of Profit & lost acc. R

Control of project R

Congress launch R R R R

Evaluation R R R R R R

Project Management

WB

S OBS

Communication

Structure

Airline

Internal

Web site

Collecting data

Preparation of budgets


19

6. WORK BREAKDOWN STRUCTURE

The WBS below represents the organizational structure of the project. For each function has

been associated a person in charge (see OBS cross WBS) and employees under their control.

The aim of the Work Breakdown Structure is to divide the scope of work into manageable

work packages which can be estimated, planned and assigned to a responsible. All the

elements in the WBS are referred to the Project Scope. During the validation process we made

sure that after completing each WP and its corresponding activities, the deliverable will be

complete. In this way we were able to conclude that the WBS is clear and in total conformity

with the Project scope.


20

Figure 2- Work Breakdown Structures

Project Manager

Delegate servicing

Communication

Immigration

Ministry of FA

Study Tours

Reception

Assistance

Del. needs

Expirience

HR

Structure

Promotion

Tracking

Training

Allocation and supporting

Logistics

Air line

Planning log act.

Printing house

Transport

External Affairs

Travel Agencies

Plan resources

Communication

Internal

External

IT

Web site

Infrastrucure

Special Events

Collecting data

Analising Data

Writing report

CBCA

Ordering equipment

Receaving equipment

Control check

Decorating

Event check

Event control

Writting report

Finance

Preparation of budgets

NCRA of budgets

Ongoing review

Allocation of resources

Cash management

Tracking payments

Checking payments

Accounting

Creation of CFS

Creation of PLA


21

CCVP Logistics

Travel Agencies & Transportation Companies TL

5 TS

Sessions & Inventory

Management TL

5 TS

Courier, Merchandise and

Logistical Materials TL

4 TS

6.1. LOGISTIC WORK PACKAGE

Vice President Logistics:

Logistics Control Structure:

Logistics team are going to pass by two team structures as following:

- Phase 1: Starting from the 1st of April till 30

th of August 2014

- Phase 2: 1st

of September till 11th

of September 2014 (on site structure)

Figure 3- Phase 1 in logistics

Phase 1


22

Travel Agencies & Transportation Companies team Responsibilities

Logistics Management Milestones :

Sessions and Inventory Management team Responsibilities

Key Responsibilities:

Coordinate with AI Project Managers and other CC functions regarding the following:

- CI Pre- meeting Requirements

- Coordinating CI team arrivals

- Supporting DS team on site (Rooming, Check in Process, est.)

- Supporting SE team in the special events execution.

- On site communication with CI for (session requirements, Sessions dry run,

Partnership launch dry run ,etc)

- Plenary managements during the conference day by day

- Coordination with DS coffee breaks requirements and timing

- Coordinate the allocation of break-out rooms and session materials.

- Coordinate the acquisition, transfer and storage of all the session material, party

peripheries, special events and conference logistics in liaison with other teams.

- Support the execution of The Coca- Cola Company Congress.


- Approaching travel agencies in Cairo & Sharm El Sheikh Collecting offers for

Study tours and Transportation rates.

- Approaching transportation companies in Cairo & Sharm El Sheikh collecting

offers for transportation required for ( ICO Airport pickups & Drop off, IC special

events, Global Partners Pickups & Drop off, est..)

- Handling ICO CC team transportation from Cairo to Sharm.

- Coordinate the removal and transfer of all logistics from the Congress and special

event venues once activities are over.

- Ensuring shipping all the logistical Materials from Cairo to Sharm

- Handling CI team pickups and drop off

- Managing Special Guests and National Partners pickups & Drop off

- Managing Pre-Post Study tours transportation through the collaboration with DS

team

- Coordinate the preparation of site visits to all congress and special event venues

prior to the start of the Congress.


23

Courier, Logistical materials and Merchandise team Responsibilities

Phase 2

CCVP Logistics

Travel Agencies & Transportation Companies TL

7 Teamleader

Sessions & Inventory

Management TL

87 Teamleader


- Communicating with Special events team for their events requirements.

- Communication with DS team for the ICO requirements & Merchandise

- Secure the shipping for the Global partners giveaways through approaching the

courier companies (DHL, Fedex, aramex, Egyptian customs)

- Collecting rates for merchandise from different suppliers

- Communication with session management team regarding CI logistical

requirements during ICO & ICO pre-meeting

- Managing onsite visits for CC employees before the conference

- Managing Cairo & Sharm El Sheikh airport pickups

1st

of September till 11th of September 2014 (on site structure)

Figure 4- phase 2 in logistics


24

LOG

Air line

Mark.Res

Meet.ai

Meet.Com

air.Meet

Planning Log.act.

CC Met

CI,Mate

Sign.Of

Prep.Log

Printing House

Mark.Re

Filter

Meet Deal

Transp.

Mark.Re

Filt Contract

Dry run

Ext.Affa

Comm.

Trav.Ag

Contact. Trip.Plan

Plan.Res

Allocation

Dry.Run

Logistics WBS

The main concern for this function will focus about all the logistics needs during the pre-

arrival , arrival and post conference periods and the main job descriptions.

Logistics WBS

Figure 5- Logistics Work Breakdown Structure

WBS DESCRIPTION

Deliverable 1: Securing a partnership with an airline company

Inputs 1000

attendants

Countries 200 Countries


25

As we can see in the table above there should be secured a partnership with an airline

company for 1000 attendants from 200 countries.

Objectives

Provide all the participants with facilities to come to Sharm El- shikh through Airlines

Partners

Provide all the participants arrived to Cairo with Charter flights to sharm el shikh

Provide charter flights back to Cairo after the congress for those who can’t travel back

directly from Sharm El Shikh

Synergies

Finance Department to facilitate the airlines contracts

CCP and communication department to facilitate the relation with the ministry of

internal affairs and ministry of tourism

Operational Activities

Market research for all international airline companies

o Work to sort out all the airline companies who have an international platform in

most of the world to facilitate the participants travelling to Egypt

o Collect companies addresses and contacts

Resources Time Synergies

People

Internet Access

Past conferences data

2 days

Physical meetings with the desired airline companies to reach an agreement

o Get attractive offers for the participants

o Facilitate the participants travelling process

o Set a final contract deal to set all the agreement with the financial proposal


3 People 7 days Finance Function to work on

the proper deal according to

our budget

Meeting with the ministry of transportation

o Ensure the security situation for the congress participants once they arrived to

Egypt

o Facilitate participants check-in documents once they arrived to Cairo , Sharm

airport


1 Person 3 days CCP to give an overview of

the congress objective and to

be the main congress figure

during the meeting


26

Meeting with Cairo airport and Sharm El-Shikh Airport administration office

o The main objective of this step is to know all the Airport areas ( Arrivals,

Departures, Check in)

o Imagine the on-site distribution and the communication points


2 People 1 Day

Deliverable 2: Securing partnership with all of the printing houses and stationeries

Objectives

Raise more than one partners in order to provide all the materials needed during the

period of the conference with the quantity and quality required

Obtain the lowest material prices


Market research to sort the needed companies according to their scale of work

o This will happen through intensive online searching and GCPs from previous

customers and connections


1 Person 1 Day

Spot Meeting to close up the deals and sign the contract with the needed materials It is focused on getting the best deal with each company and compare with the company’s

data base with similar conferences, to obtain the lowest price with the quality needed.

Materials Delivery

o Receiving of the materials from the supplier

o Transportation of the materials to the congress venues

o Setting up the needed materials in each venue


8 People 5 Days Transportation team


2 People 5 days Finance function to close up the

deals in the prober budget

limitation


27

Deliverable 3: Co-ordinate the overall transportation of all stakeholders including the

airport pickups process

Objectives

Approach travel agencies in Cairo and Sharm El Sheikh collecting offers for study

tours and transportation rates

Approach transportation companies in Cairo and Sharm El Sheikh collecting offers for

transportation requirements ( IC Airport pickups and Drop off, IC special events and

drop off, global partners pickups and drop off)

Handle IC CC team transportation from Cairo to Sharm

Coordinate the removal and transfer of all logistics from the Congress and special

event venues once activities are over

Ensure shipping all the logistical materials from Cairo to Sharm

Manage special guests and national partners pickups and drop off

Operational activities

Market research to sort the needed companies according to their scale of work in Cairo

and Sharm

o We should focus in transportation companies who operates in Cairo and Sharm

with big scale to cover all conference needed transportation

o Filter the companies to sort their contacts


1 Person 2 days

Companies Meeting to close up the deals for the transportation of the congress

It is focused in getting the best deal from each company and compare that with the

company’s data base with similar conferences to obtain the lowest price with the quality

needed.


2 People 5 Days With finance function to close

up the deals in the prober

budget limitations

Communication with the airports administration offices

To facilitate the buses entrance, parking and exit from and to the airport

Dry run the transportation process and provide a video facilitating the process from

both Cairo and Sharm airport

o Ensure the smooth operation of the whole process from the CC team

o Provide an online material to help all the participants to reach the buses easily


2 People 1 day With Communication function

to provide the needed video


28

Transportation information

o Cairo

Pick-ups from the airport: 24- 25- 26 of August. 2 buses for 22 people in

each/ 24h

Cairo Pre-Study Tour: Bus for 50 people on 27 & 28 of August. If we need

more than 1 bus we’ll inform 48h before.

Cairo-Sharm El Sheikh bus: 5 buses for 50 people on 27th

of August

o Sharm El Sheikh

Pick-ups from the airport: 24- 25- 26 2 buses for 22 people for 24h, 20-21-

22 of August 2 buses for 14 people for 24h

Transportation on 11th

of September: 10 Buses for 50 people in each from

Savoi to Jolie Ville (2 trips in the morning 8-10am and 2 trips in the evening

8-10 pm, as we need to transfer 1000 Ds)

Additional information for Travel Agencies Tours

If it is a travel agency, some of the possible tourist destinations are (Post study

tours):

o Cairo: pyramids, museum, felouka and Black and White desert

o Sinai: Dhab, St.Catherine mountain and Island Ras Shatan (minimum 100

people)

Deliverable 4: Handling all the affairs between the congress and all respective ministries

(Ministry of tourism and Ministry of interior)

Objectives

Build up a strong relation with the minsters to facilitate the process during the

conference

Ensure the safety situation of the participants once they arrived

Ensure the synergy with the ministry of tourism to facilitate the participants

movements to touristic places


Reserve appointments to both Ministries ( Interior and tourism )

Use the organization past data and connections to reach the minster office

CC meeting with ministry representative

- Prepare the congress proposal including all expected activities during the conference

- CCP and CCVP communication to present the conference to both ministries


2 People 3 Days With CCP and CCVP

communication to handle the

minister meetings


29

Deliverable 5: Partnership management with the travel agencies (Delivery/Servicing,

Partnership Enhancement and Communication)

Objectives

Managing Pre-Post Study tours transportation through the collaboration with DS team

Coordinate the preparation of site visits to all congress and special event venues prior

to the start of the Congress

Operational activities Market research to sort the needed companies according to their scale of work in Cairo

and Sharm

This will happen through intensive online searching and GCPs from previous customers

and connections


1 Person 1 Day

Spot Meeting to close up the deals and sign the contract

- Define the post and pre study tours with the expected timeline

- Ensure the co-operation with the ministry of interior for safety issues

- Set a deadline to provide all the details about the tours in Cairo and Sharm

- Managing the Special events needed

- Close up the deal with the budget agreed


1 Person 3 Day - With CCVP SE to

present all the needed

tours and events

- With the CCVP of

finance to define the cost

needed for each tour

Define Communication Channels with the selected agencies

o Set clear communication channels before and during the tours

o Define the tours schedules and CC co-operation needed

Deliverable 6: Planning all logistical activities before, during and after the Congress

Objectives

Have a clear planning tool for all logistics activities before, during and after the

conference

Estimate the activities timeline

Submit the logistics plan to CI to check that it matches their needs


30


Synergy with all the CC functions to sort out their needs

o In this step the team will be divided to get all the logistics needs from each

functions and the accompanied timeline for each need

o All the team will be working according to the mentioned structure phases


7 People 3 Days With all the CC functions

Preparing the Logistics work package

o Prepare the congress logistics work package to include all the congress logistics

needs

o Compare the CC package with what CI asks for


1 Person 7 Days

Sign off report to help in the organization data

o Prepare the sign off report directly after the conference by the CCVP

o Include all the GCPs and KPIs done


1 Person 7 Days All CC functions

Deliverable 7: Planning and allocation of all resources needed for the delivery of the

Congress

Objectives

- Materials estimation for all the different functions

- Materials management during the congress

- Execution of the activities needed during the congress


Materials estimation and drop off This will happen after the communication with all the CC functions to start understand

their needs and to set the initial estimation for the resources they need

The estimation of the resources will be conducted considering a factor of error based on

the risk management of each function


3 People 7 Days All CC functions

o Materials connection with Coca-Cola needs

o Online tool creation for all the materials needed


31

WORK PACKAGE CONTROL

The work package control is done according to the dates set for each milestone:

- Planning Logistics activities from 01/09/2014 till 15/09/2014

- Reach agreement with 2 transportation Companies by end of July 2014

- Reach agreement with Travel agency by 15/08/2014

- Conduct more than 5 meetings with all CC functions

- Reach an agreements with 2 airline companies work internationally by the end of July

2014

WP RISK ANALYSIS

- Lack of Communication with Coca-Cola company

This risk could make a delay in the entire logistics process which will affect the

conference cycle and will delay other CC functions which have strong synergies with the

logistic activities.

o Consequences

Delay in Project time

Drop some of the required materials

- Exceeding the set budget for transportation and external agencies

This will cause to over load the logistics team to work with less resources especially for

the transportation and might affect the scope of the project.

o Consequences

Affect the project scope

Over load the resources and

- Lack in communication with government ministries

This will cause a delay in all the safety issues and also in the agreements on site.

- Lack of resources in the On-site time

The lack of resources during the conference will cause some delay for session delivery

and this might affect the conference scope.

o Consequences

Affect the project timeline

Overload the conference team during the conference

Affecting the performance of other functions


32

CCVP Delegate servicing

Legal Issues TL

3 ATL

Coordination & Communication

TL

4 ATL

Travel & Accommodation

TL

5 ATL

- Mixing between functions Job description during the conference The mixing between functions job description will cause overlapping in some of the

deliverables and will cause problems in the internal communications.

o Consequences

Overload parts of the CC team because of the JD shifting

Affect the conference timeline

Affect the communication flow during the conference

6.2. DELEGATE SERVICE WORK PACKAGE

Vice President Delegate servicing:

Delegate servicing control structure:

Delegate servicing team, are going to pass by two team structures:

- Phase one: Starting from the 1st of April until 1

st of August- Planning phase

- Phase two: Starting from the 1st of September until 11

th of September 2014- Period of

Congress

Figure 6- first phase in delegate service

Phase 1


33

Legal Issues Team Responsibilities:

Coordination and Communication Team Responsibilities:


- Working with insurance companies in order to manage the individual traveling

insurance.

- Coordinating with VP of logistics to ensure the safety in transport of all delegates

- Working closely with the Ministry of Foreign Affairs to efficiently collect all delegate

information and issue non-immigrant travel visas

o Maintain close contact with the Ministry of Foreign Affair for any legal

matters that may arise with delegates coming from different regions around the

globe

- Ensuring the legal activities during the period of staying in the country.


- Ensuring effective communication throughout all planning processes and during the

execution of the actual congress. This requires maintaining strong communication

between all Team Leaders as well as between the VP of Logistics and other functional

units as necessary.

- Coordinating the retrieval of information from all delegates to the Ministry of Foreign

affairs

- Continuing communication with all delegates and with the Ministry of Foreign Affairs

to ensure proper visa issuance prior to arrival

- Close communication with the delegates in order to avoid any misunderstandings


34

CCVP Delegate Servicing

Travel & Accommodation

TL

10 ATL

Coordination & Communication

TL

45 ATL

Travel and Accommodation Team Responsibilities:


- Excursions, coordinating with all participants to see who wants to go on which

excursions:

o Collecting all documents and information for travel on each excursion

o Working closely with the VP of Logistics to coordinate the transportation of all

delegates going on each excursion

- Making sure that all delegates have the proper contact information in the hotel to reach

all congress coordinators, hotel staff or other necessary person

o So guests can find all information or everything

- Cooperating with the Logistics team in regards to participant traveling :

o Collection of legal information

o Issuance of visa

Figure 7- phase 2 in delegate service

Phase 2


35

Delegate Servicing WBS

The main concern for this function will focus about all the delegate servicing needs during

the pre-arrival and arrival conference periods.

WBS Description

Figure 8- work break down structure delegate service

Dserv.

Communication

Info.

E-mail

Immigration

Mark.Re

Filter

Apply

Ministry of FA

Mark.Rs

Appointment

Meeting

Study Tours

Pre

Preparation

Post

Reception

Commun

Assistance

Rec.Desk

Del. Needs

Meet

Contracts

Expirience

Excursions

Events


36

ID Work packages: Importance:

1. Communication with delegates High

2. Immigration related support Medium

3. Ministry of Foreign Affairs High

4. Study Tours Medium

5. Reception System Medium

6. Assistance to delegates High

7. Delegates needs Medium

8. Experiences after the conference Medium

Table 4- work packages in first deliverable level- delegate servicing

These work packages include all of the needed tasks in order to be fulfilled the first delivery.

The processes include choosing the appropriate equipment, transportation, etc. and

communicating everything decided with the managers of the relevant department. All of the

events include the same type of work packages.

Communication and coordination between different teams is another important instrument,

because all of the people are specialists in different spheres and a single person is not enough

to provide the best analysis for a definite research or plan. Another concern is the number of

people in every team. Some activities have higher level of work load, so more specialists

should be responsible that everything could be developed and provided on time.

Deliverable 1:

- Communication with delegates

Objectives:

- Have a clear communication tool for all activities before, during and after the

conference

- Estimate the activities timeline

- Making a schedule: Conference Dates, Flight, Hotel etc.

Inputs : 1000 attendee

Countries: 200 Countries

Operational activities:

- Information retrieval:


37

o Communicating with delegates effectively and continuously before the actual

congress is of utmost importance for ensuring safe and complication free

arrival

o To maintain this effective communication a member from the Communication

and Coordination Team will be chosen to draft and email all participants up to

their actual arrival in Egypt

Email Timeline

Figure 9- Delegate Service

- E-mail them about: passports (9months before), dates of arrival (2 weeks before),

conference schedule (2 weeks), flight schedule (1 month before), hotel information (1

month).

Resources Needed Time Needed Synergy with

- 1 Person

- Internet Access

2 days Time table

TLs

Delegates


38

Deliverable 2:

- Overall responsible for all immigration related support for delegates

Objectives:

Our company is going to assist all delegates for the visas applications, through collecting

delegate information and completing the on-line application form for non-immigrant visas.


- Collecting information:

On-line research for the requirements needed to meet, in order to obtain the

participants visas

All the information needed for applying for visa

Applying on-line and give all of the information needed to the Immigrations.

- Applying for visas:

Applying on-line and give all of the information needed to the Immigrations.


- 2 People

- Internet Access

9 months

(beginning of information

collection)

Ministry of Foreign Affairs

VP of Logistics

Deliverable 3:

- Working closely with the Ministry of Foreign Affairs

Objectives:

In order to obtain all the visas, working closely with the Ministry of Foreign Affairs is

mandatory.


- Reserve appointments with the Ministry of FA.

- Use the organization past data and connections to reach the minster office

- Meeting with ministry representative:

o To issue the electronic visas for all one thousand participants.

o In order to ensure the ultimate level of security against counterfeiting, through

all of the entrances to The Republic.

o The main objective of this meeting is to ensure all of the participants will

receive visas, one month prior to arrival.


39


2 People 3 days -------------

Deliverable 4:

- Pre and Post Conference Study Tours

Objectives:

Before and after the conference, all the delegates will be offered to participate in study tours.


- Pre conference study tours

o Guided tour throughout Cairo by bus 1 day (optional)

Includes: lunch in local restaurant, English speaking guide, A/C bus.

o Evenings will be free, so we recommend that delegates participate in the pre-

conference study tour. This will give opportunities to explore nearest cities,

and find attractions that they may wish to visit after the end of the conference.

o The guided tour will be included in the cost to participate in the congress,

however, delegates may choose not to take advantage of this offer. Additional

tours and activities will be made available to participates at their discretion

based on cost

- Post conference study tours.

- A time schedule will be given so every one of the delegates can choose in

which tour to participate.


- 10 Persons

- Internet Access

- Logistics schedule

10 days VP Logistics

Deliverable 5:

- Develop reception systems and work in close synergy with the VP logistics

Objectives:

- Communicate with the VP of Logistics about time of arrival


40

- Ensuring quick, efficient, and safe transportation for all delegates

- Set up a reception desk at the hotels for check-in of all delegates


- Communication:

- Ensuring that a team of delegate services will communicate with the logistics team

members

- In regards of close synergy with the delegates, setting up a reception desk in the

hotels.


- 6 People

- Internet Access

- Logistics schedule

10 days VP Logistics

Deliverable 6:

- Maintain delegate help desk during the congress, provide assistance to

delegates, being aware of all relevant information

Objective: Assist in a professional and welcoming manner to receive the delegates upon their arrival to

communicate with them. Coordinate the weekly activities.

- Provide obvious needs for check-in as listed previously

- Provide material on the activities to occur throughout the stay and during congress

o Answering questions throughout the conference week regarding timing,

locations, directions, sessions, or any additional material

- Provide material on attractions and prices available throughout the week

o This would include different tours in the area, top attractions, restaurants,

etc.

o The attendants at the reception desk will also be charged with familiarizing

themselves with the city to provide needs to shopping or quick purchases

during the trip

- This will require coordination with a local contact who can quickly

train or volunteer time to help direct delegates as needed


- Set up a reception desk:

- This will require the training of 3 team members so that they are sufficiently

prepared to answer any and all questions regarding congress activities, attractions,

and other general needs


41

o Two of these team members will be stationed at the different hotels as

delegates arrive and are provided with information

o The third delegate will act as a mediator and will float between the two

stations and direct guests personally when needed to different locations


3 People 10 Days All main activities

TLs

VP logistics (contacts with

the ministry of

transportation)

Deliverable 7:

- Ensure all systems are in place for delegates’ needs during the congress- health,

personal, safety etc.

Objectives:

- To ensure emergency team from hospital, in case of emergency

- Send information to all participants to inform them of the option to purchase

emergency insurance

o This would include health insurance that covers the period over which they

are traveling and visiting Egypt

- Make sure that all systems are in place and all documentation is collected should a

participant need to utilize the local hospital for a medical emergency

- Have selected team members organize and file all participants medical information

after it is retrieved

o This will allow for it to be safely separated and easily accessible should an

emergency arise

o As a safety precaution this information should always be collected in the

case that an allergic reaction or basic injury were to occur

This system helps ensure the safety of the guests while also

preparing the team members for whatever problems may arise

- For the personal safety, every hotel has its own security that can assist in case of need.

The conference center and everywhere else the local police will assist in case of

emergency.

o Local police will be informed of the congress as well as hotel staff, should an

emergency arise the police and hotel staff will be the first informed to carry out

corrective action immediately.


42


- Meeting with the closest health center.

Organizing a meeting with health centers and hospitals

Meet with a representative

- Contracts:

- Signing contracts with companies in regards of health and personal safety of

all the delegates


4 People 10 Days Hospitals

Health centers

Participants

- These team members will answer to all personal needs. Delegates will be receiving

assistance from a person of the company or employees from hotels, companies that we

work with etc.

o This way help can be reached in any case that may occur

Deliverable 8:

- Ensuring that each delegate goes back with an unforgettable experience

Objectives:

- Lunch will be catered by local restaurants, so that participants can experience

authentic Egyptian cuisine.

- Excursions and activities before and after the conference will ensure that everyone

has the opportunity to gather once in a lifetime experiences.


- Excursions:

- Working in close synergy with Logistics team

- Special events:

- Working in close synergy with SE team


10 People 10 Days Logistics TL, SP TL


43

6.3. SPECIAL EVENTS WORK PACKAGE

Vice President Special Events:

SPECIAL EVENTS CONTROL STRUCTURE:

One very important figure for the success of the project is Vice President Special Events. He/

she are responsible for organizing the special events (pre/ post study tours) and acts as a link

between the other vice presidents who have something in charge of organizing an event. In

general there are two stages in which the Vice President Special Events takes part:

1. Organizing special events- from 05.05.2014 to 04.06.2014;

2. Monitoring events- from 27.08.2014 to 17.09.2014 (on site activity);

Organizing special events- from 05.05.2014 to 04.06.2014

Figure 10- team structure and responsibility for the first stage of Special Events

CCVP Special Events

Analysing and accounting team

8 TL

Courier, Craftsmen and quality control

team

8 TL

Special Events Team

10 TL

Phase 1


44

Analysing and Accounting Team Responsibilities:

Courier, Craftsmen and Quality Team Responsibilities:

Special Events management milestones:

Key responsibility of the team is to support the vice president special events by creating

benchmark analysis for the places of the special events, suppliers of needed equipment and

allocating the costs for them.

Responsibilities of analysing team:

- Gathering and organizing the needed information for different places, equipment and

etc;

- Creating the benchmarking analysis;

- Communicating the analysis to the finance team and Vice President Special Events;

Responsibilities of accounting team:

- Creating the budget;

- Cost allocation;

- Communicating all of the analysis to the Vice president Special Analysis.

Key responsibility of the courier, craftsmen and quality control are to support the organizing

and decorating of the places for the special events. In case some kind of technique is needed,

the quality control is supposed to check it and take the needed actions if there is a

malfunction.

Responsibilities of courier:

- Communicate with the Vice President Special Events for the delivery of needed

equipment or other needed devices;

- Deliver the needed facilities in time on the place;

- After the end of the event to deliver back all of the facilities;

Responsibilities of craftsmen:

- Install all of the needed devices and facilities on time. After the end of the event to DE

install them.

- In case something breaks down- the craftsmen team should repair it immediately.


45

Special Events Team Responsibilities:

- Responsibilities of quality control team:

- Quality control team has to check if all of the devices work properly and to assure

both parts- our organization and merchandisers that all of the facilities are in order.

Key responsibilities of the Special Events Team are to make the whole organization of the pre

and post study tours. They collaborate with all of the other teams to achieve the aim. From the

very beginning of the whole organization to the end, everything connected with the special

events is passing through the team. They are responsible for everything.

Responsibilities of special events team:

- Think about the possibilities for pre and post tours;

- Get the approval of the project manager and the main customer for the desired special

events;

- Find travel agencies, suppliers, places and different activities to be defined as special

events;

- Communicate all of the information to the Vice President Special events and all other

Vice Presidents and teams;

- Make the whole plan and organization of the special events;

- Delegate the duties connected to the special events to the other teams

Monitoring events- from 27.08.2014 to 17.09.2014 (on site activity)

Phase 2


46

Special Events Team Responsibilities:

Figure 11- team structure and responsibility for the second stage of Special Events

Special events team milestones in the second stage:

Responsibilities of special events team:

- Monitor the development of every event;

- In case something goes wrong, take some actions in order the event gets back to the

planned one;

- Communicate everything with the Vice President Special events and all of the other

teams and vice presidents;

- In the end of the even to create a report for the event and to communicate it to the

project manager.

Responsibilities of accounting team:

- Control the delegation of the on-site money for the event;

- Communicate the momentous allocation of money to the Vice President Special

Events;

- In case of mismatch in the planned allocation and real one, to take preventive actions.

- Communicate the mismatch to the Vice President Special Events and Vice president

Finance.

CCVP SPECIAL EVENTS

Special Events team

50 team members

Accounting team

10 team members

Delivery team

10 team members

Craftsmen team

50 team members


47

Responsibilities of delivery team:

- Communicate with the Vice President Special events the transportation of the guests

to the different places;

- Organizing the returning of the devices and facilities after the end of the event;

Responsibilities of craftsmen team:

- After the end of the event to de install of the devices;

- In case a facility or a device breaks down, craftsmen team should fix it;

- To communicate to the Vice President Special Events and his/ her team all done

repairs;

SPECIAL EVENTS WORK BREAKDOWN STUCTURE:

The main concern of the special events management is to focus on realizing all of the planned

events and to assure that everything is well organized during the course of all of the

happenings.


48

Figure 12- Work Breakdown Structure Special Events

The work packages that we identify in this level are shown in the table below:


49


1. Gathering data for places and suppliers High

2. Analyzing data Medium

3. Writing a report Medium

4. Checking budget and cost allocation High

5. Ordering equipment Medium

6. Receiving equipment High

7. Control check of the equipment Medium

8. Decorating Medium

9. Checking the passing of the event High

10. Controlling the event High

11. Writing a report Low

Table 5- work packages in this deliverable level- special events

These work packages include all of the needed tasks in order to be fulfilled the first delivery.

The processes include choosing the appropriate equipment, transportation, etc. and

communicating everything decided with the managers of the relevant department. All of the

events include the same type of work packages.

Communication and coordination between different teams is another important instrument,

because all of the people are specialists in different spheres and a single person is not enough

to provide the best analysis for a definite research or plan. Another concern is the number of

people in every team. Some activities has higher level of work load and there should be put as

responsible more specialists so that everything could be developed and provided on time.

WBS DESCRIPTION:

DELIVERABLE 1- GATHERING DATA FOR PLACES AND SUPPLIERS:

OBJECTIVES:

The processes of planning starts with having a general idea about the event. There are two

types of pre and post tours that are organized- workshops on different topics and diverse of

activities and travels. According to aim of the special event is chosen appropriate place,

needed devices and materials. For the workshops are chosen topics, appropriate places these

presentations to be done and in case there are not relevant devices on the place, such are

decided. For the travels and activities are checked the opportunities, that are provided from

the travel agencies and what is the possibility a different one to be planned and organized.

This work package is with high importance because from it depend the next work packages

and the whole special event. It is essential the pre and post study tours to be properly

organized because they appear as an introduction and close to the main event- the conference.


50

In the order the work of the responsible person to be easier, a research is done among the top-

level participants. Considering their opinion and the aim of the congregation, are chosen the

most appropriate places and activities to be done. Also, the choice of the suitable devices,

facilities and decoration is made. Furthermore, for some of the trips it is better to be used the

service if some travel agencies. Thus, the opportunities that they are provided should be taken

into account. A marketing research that is showing the advantages and disadvantages of every

opportunity should be provided.

SYNERGIES NEEDED:

Since every person is a specialist in defined sphere, a synergy with marketing team and

logistics team is needed so that the optimal solution can be chosen.

OPERATIONAL ACTIVITIES:

The different activities are delegated to the defined teams. Topics for the workshops are

chosen. Having in mind the different job occupations and interests of the guests, are chosen

the possibilities for a conference room. Another online research for the different activities and

travels are done. Representatives of the teams are sent to visit the places, meet with the

owners of the possibilities and receive all of the needed answers for analyzing the received

data and make a benchmark.

- Workshops planning:

Different topics like anger management, time management, conflict management and

etc. are chosen for presentations. Famous researches in these fields are invited to be

the speakers on the presentations.

Resource needed: Time needed: Synergy with:

1 person from special events

team

2 hours ------

- Online research:

Meanwhile another employee is doing an online research for the possible different

activities and trips that could be suggested as special event. Also, the opportunities

provided by different travel agencies are checked. Suitable conference rooms for the

workshops are checked.



team

1 hour ------

- Meetings on places:

Chosen team is sent to the places and agencies to see the real situation.


51



team;

1 person from analyzing

team;

22 hours Logistics team

- Interviews with representatives of the places and agencies:

The sent team is making interviews with representatives and gathering all of the

needed information. All questions that appear are solved.



team;


team;

External and internal

customer approval


- Choosing activities, places, agencies:

After the previous step, the most appropriate options are chosen.



team

1 hour ------

DELIVERABLE 2- ANALYZING DATA:

OBJECTIVES:

When data is only gathered but not organized it doesn’t mean anything to a single person. The

analysis of the data aims to show in a summarized way the advantages and disadvantages of

all options. By this step it is easier to be chosen an optimal solution.

SYNERGIES NEEDED:

The team that can do the analysis of the data is the analysing team. To be done better decision

for the suppliers of all needed and places for the events, a benchmarking tool is used. The

decision is concluded not only on price category but also on functionality and possibilities of

devices. This analysis has significant impact on the used budget. The last step in this work

package is writing a report, for the gathered and chosen data, which will be used as a

communication tool between the different vice presidents so that the work can be proceeded.


52


All of the collected data is gathered at one place and separated to categories like: activities,

places, suppliers and etc. Analysing and special events teams are collaborating in order to

analyze the info and make benchmark analysis. The two teams are mixed to smaller groups

and every team work in special category.

- Team creation:

In order to be finished faster and more efficiently the activities, first the team should

be divided to smaller groups. Groups are created by mixing employees from different

teams.


2 people from special events

team

1 hour ------

- Separation of information:

Both data from interviews and online research is gathered and sorted into different

classes so that it can be analyzed easier.


2 people from analyzing

team;


team;

1 hour ------

- Analysis of data:

Data is analysed so that all advantages and disadvantages of every possibility can be

easily seen. A benchmark analysis tool is used.


8 people from analyzing

team;

6 people of special events

team;

14 hours ------


53

DELIVERABLE 3- WRITING A REPORT:

OBJECTIVES:

The aim of the report is to provide the analyzed data in the easiest way to be understood for a

single team. By the organized data in that way every group can extract easier and faster the

needed info.

SYNERGISE NEEDED:

The creation of the report for the chosen places and suppliers is done by the special events

team. When the report is ready, it should be communicated to the finance team. Collaboration

with other teams is not needed in this deliverable.


The writing of the report is the operational activity here. The analyzed data is put in a special

layout and written. The report is sent to the finance team.

- Creation of data summary:

After the analysis of the data, a summary, in a chosen layout, is done. Data summary

contains only the best opportunities, their advantages and disadvantages.



team

2 hours ------

- Creation of report:

The layout of the summary is changed into an official report which can be

communicated after that to the top levels.



team

6 hours ------

DELIVERABLE 4- CHECKING BUDGET AND COST ALLOCATION:

OBJECTIVES:

One important thing is the check of the presence of enough money and cost allocation so that

the event can happen how it is planned and there are not missing resources. This check is

done by the finance team. In case it comes out that the resources are not enough, everything is

communicated to the Vice President Special Events in order he/ she to take some measures for

the successfully made event.


54

SYNERGIES NEEDED:

The check is done by the accounting team. They are the main responsible to realize if there is

something that does not fit the plan. No collaboration with other teams is needed.


All of the costs are compared and calculated if they fit to the budget. The difference between

the budgeted and actual resources needed is defined. In case the actual resources are more,

then the report is sent to the Vice President Special Events so that he takes some measures to

change the places and suppliers in order to fit the budget. If the actual resources are less or

they fit the budget, then this option is accepted and communicated to all of the Vice

Presidents.

- Report communication:

The report is communicated to the vice presidents. Few possibilities are chosen for

activities, places and agencies.


1 person from accounting

team

1 hour ------

- Costs check:

All of the shown prices are checked if they fit the budget.



team

2 hours ------

- Allocating costs:

Budgeted resources are allocated to the done choices. The variance is found.


2 people from accounting

team

10 hours ------

- Correction:

Cost allocation, variance analysis and budget are checked once more. In case is

needed, a correction is made.



team

3 hours ------


55

DELIVERABLE 5- ORDERING EQUIPMENT:

OBJECTIVES:

After the report is done and costs are allocated according to the budget, the needed devices

and equipment should be ordered. Usually every conference hall provides us the needed

devices but for some of the workshops we need some more specific devices that we rent. All

of the facilities are chosen according to customer’s requirements and the special events. The

order is an important part of the work packages because the events cannot be executed

without the needed devices.

SYNERGIES NEEDED:

This is done in collaboration with logistics team, finance team and special events team.


When the list of the equipment is done, the Vice President Special Events should approve it

and communicate it to the logistics and finance team so that equipment is ordered and

meanwhile the budget is checked again. The logistics team makes and order list and schedule

the order.

- Catalogue check:

The missed equipment needs to be rented. A research is done. Suppliers are chosen.

Then the catalogue of the provider is checked and the needed equipment is selected.



team;

1 person from delivery team;


team;

4 hours Logistics team;

Finance team;

- List creation:

A list from the needed facilities is done and communicated to the top levels. It is

approved and sent back to the team to order it.



1pesron from accounting

team;

6 hours Finance team;

Logistics team;

- Ordering:

The selected list is changed into an official ordering list. A separate order list is

prepared for the different suppliers and it is communicated to them


56




team

6 hours Finance team

DELIVERABLE 6- RECEIVING EQUIPMENT:

OBJECTIVES:

It is not enough the equipment to be ordered. In order to be used, it should be received.

SYNERGIES NEEDED:

The receiving of the equipment is done by the logistics team, special events team, craftsmen

team and Vice President Special Events.

OPERATTIONAL ACTIVITIES:

The number and type of the devices is checked according to the prepared order list by the

logistics team and special events team. Craftsmen are concerned about unloading. The Vice

president Special Events is controlling the whole procedure.

- Delivery:

Trucks are rented. The delivery time is collaborating with the logistics team. All of the

devices are picked up from the suppliers and delivered to the defined places.


2 people from courier team;

2 people from delivery team;


- List check:

On the receiving, all of the devices are checked if they are exact number, model and

type.



team;

5 hours ------

- Storing:

Craftsmen team is unloading the trucks and putting the devices on the exact places to

be stored until the next procedure.


57


20 people from craftsmen

team

5 hours ------

DELIVERABLE 7- CONTROL CHECK OF THE EQUIPMENT:

OBJECTIVES:

Another important part in the work package is the control check of the devices. If there is any

malfunction, this will be a setback for the successful happening. The importance of the

deliverable is set to medium because it very important everything to be in order but in case of

malfunction there is time to be done a change.

SYNERGIES NEEDED:

The control check is done by a team of specialists- quality control team. The control check is

done under the supervision of a person of special events team and its aim is to assure both, our

organization and our customer that everything is under control.


After the control check is done, a report is presented to the Vice President Special Events. In

the report is written if there is or there are not any problems with the equipment after the

transportation.

- Control check:

All of the equipment has to be checked if during the transportation has been broken or

something else happened.


20 people from quality

control team;


team

6 hours ------

- Report creation:

A documented is needed to assure all parts that there are not any malfunctions. After it

is been created, it is communicated to top levels and all responsible parts.



team

2 hours ------


58

DELIVERABLE 8- DECORATING:

OBJECTIVES:

It is organizing the entire places and devices, preparing for the event.

SYNERGIES NEEDED:

It is done by the Craftsmen team under the supervision of some people of the special events

team.


All of the equipment is put on place and organized in the desired way so that everything is

prepared and expecting the moment of its usage.

- Devices organizing:

All of the devices are put to their position.



team;


team

14 hours ------

- Installation:

The equipment also needs to be installed so that it can work.



team;


team

10 hours ------

DELIVERABLE 9- CHECKING THE PASSING OF THE EVENT:

OBJECTIVES:

Our main aim is the successful happening. In order to be sure that this is done, we have to do

some regular checks during the event if everything is in order. The importance of this work

package is set to medium because when the previous two work packages are done well, in this

one the activities are less and easier to be improved (in case there is a need). The main

purpose of this stage is to improve the experience of all of the participants as also the

organization of the event.


59

SYNERGIES NEEDED:

The check of the event is a main obligation to the team special events. In case they realize that

something is going wrong, they communicate to the Vice President Special Events. No other

synergies are needed in this phase.


Team members from special events team are divided to smaller groups and these crews are

assigned to the different events. They are on the site in the moment of the event and checking

if everything is going as it was planned.

- Group division:

The teams are divided to groups. Some of them will monitor the pre tours while other

the post tours.



team

4 hours ------

- Pre- tours checking:

The event is checked and monitored if any problems appear and some actions need to

be taken.



team

15 hours All teams

- Post tours checking:

The event is checked and monitored if any problems appear and some actions need to

be taken.



team

15 hours All teams

DELIVERABLE 10- CONTROLLING THE EVENT:

OBJECTIVES:

This activity is needed only if in the previous one is realized that something is not in order.

The aim of the controlling is to put back the event in the planned order in case something goes

wrong or a change is needed to be done so that all of the participants can the experience.


60

SYNERGIES NEEDED:

Responsible for this work package are the special events team and Vice President Special

Events. Usually, no other synergies are needed. However, from time to time a needed change

could be done and then the collaboration of other teams is needed depending on the situation.

At most, a synergy with logistics team can be established in specific case.


The responsible people are on the place. In case they realize that the venue is not as it was

planned, they communicate to the Vice President Special Events so that he/ she decide

preventive measures, delegate some activities and the happening goes back to the way as it

was planned.

- Problem communication:

The appeared problem is communicated so that measures can be taken.



team

7 hours --------

- Preventive actions:

The preventive actions are decided and applied.



team

7 hours ---------

DELIVERABLE 11- WRITING A REPORT:

OBJECTIVES:

The feedback is based on the already finished event. This work package is very important for

the project manager. It is a report which shows how the event went, what should be improved,

what the customer liked and what not, if there are any complaints. The importance of the

work package for the client is consisting in paying a fair price for what he/ she received. By

this feedback the customer can have a discount if he/she is not satisfied by our service. . This,

as also having in mind the main concerned form the work package, are the reasons why the

importance of the work package is set to low.

SYNERGISE NEEDED:

This work package is main responsibility to the Special Events team. Then they communicate

it to the Vice President Special Events and Project Manager. No other synergies are needed.


61


All of the members gather the information, analyze it and create a report. This report is

communicated to the Vice President Special Events. He/ she checks it and then communicate

it to the Project manager.

- Data collection:

All of the feedback and the data for the events is collected.



team

10 hours Main customer;

Guests

- Report creation:

The collected data is organized into a report.



team

12 hours ------

- Report communication:

The report is communicated to all of the top levels.



team

2 hours ----

6.4. IT WORK PACKAGE

INFORMATION TECHNOLOGY SYSTEMS WBS

The department of information technology is responsible of the management of the systems

and telecommunication devices to integrate and support the whole development of the project

through the right utilization of technology.

The Information Technology Manager is responsible to plan and control the activities of the

information technology team and assure that the IT objectives are aligned with the strategic

objectives of the project.


62

CCVP ITS

Web development TL

2 TS

Database management TL

1 TS

Infrastructure TL

1 TS

OBS CROSS WBS

The project development is planned taking into account two different situations. Some of the

activities must be completed before the congress start date and others as update, maintenance

and support should be held during the event. This is taking into account when scheduling each

of the activities identified in the following WBS.

The IT department is organized as showed in the following figure. Each team has their own

goals and responsibilities and should report to the ITS Vice-president about all the activities’

progress and possible bottlenecks.

FIgure 13- IT OBS

ITS MANAGEMENT MILESTONES

Web development team responsibilities

The Web development Team is in charge of all the activities involved in the application

development and support including pre and post event tasks. The pre activities are those

related to the implementation of the website. During the event, the team must give support

and constantly update the information presented in the website. The main responsibilities of

the web development team are:

- Plan, design, implement, test and maintain the website


63

- Have direct communication with the client and the other functional areas to

understand the requirements of the system

- Update the information of the website according to the development of the congress

- Maintain constant communication with the other functional areas during the complete

event

DBM team

The DBM team is in charge of the complete database management activities including the

design of the database and the administration of the information. In particular, the main

activities of the team are:

- Acquire, configure and design the database establishing the relation model necessary

to easily access to the information

- Maintain update, precise and coherent information

Infrastructure Team

The infrastructure team will give complete support to all the activities that involved the use of

specialized equipment before and during the congress. Infrastructure refers to computers,

video beams, Wi-Fi, intranet and every type of telecommunication device that will be used

along the whole project. The main responsibilities are:

- Identify and get all the equipment necessary for all the activities including the project

planning and management

- Manage the inventory of the complete equipment

- Work with the local IT departments to integrate both functions while the event is

taking place

- Maintain constant communication with all the functional areas and give support and

maintenance to all the equipment

WBS

In general, two main requirements are identified during the project development and

implementation. Is important to notice that the functions of the IT department are very

important while organizing the event and supporting it when during the time it will take place.

In the following figure is the model of the disaggregation of the IT deliverables that result in

the generation of the WBS.

IT

WebSite

Development & support

Inception Elaboratio

n Constructio

n Transition

Maintenance

DBM

Acquisition &

Configuration

Design DBM

Infrastructure

Management & Support

Equipment Integration Network & Connectio

n

Figure 14- IT WBS


64

Design and implementation of the web site

Due to its huge magnitude, an useful tool for managing and follow the event is a specialized

web site where both, guests and organizers, can find the complete information in relation to

all the activities that are taking place during the congress.

Besides, it can be a support tool to manage and control the progress of the event taking

advantage about the possibility to gather together the complete information regarding the

whole event organization.

Among the main functionalities of the web site are:

- Attendants registration

- Congress follow-up

- Information and news update

- Minutes publication

- Management and report

The web site consists of two basic components: the interface and database.

In general, they don’t have complex functionalities making the development of the web site a

task divided into three main activities. On one side is the design and implementation of the

web site including the back end functionalities and on the other side the implementation and

management of the database and the integration between both.

The application development is based on the RUP methodology and divides the

implementation into different phases and iterations in order to deliver each functionality at

different moments according to their priorities. Each phase should be supported with the

proper documentation.

On the other hand, the database management is focused on the storage of the complete

information about the attendants and the activities each one will do. It is also a tool to

generate specific reports for project management.

• Deliverable 1: Web site development and support

Objectives

- Create a direct interface with the guests of the congress giving access to the

complete information about the event and its activities

- Manage the communication among the different business areas

- Support project management activities


Inception

Estimation of the complete development in terms of time and costs. Analysis of the

business requirements using use case models and UML tools in order to get a general

understanding of the customer need.

Frequent meetings with the client are required in order to be able to characterize what

the web site should do and look like.


65


1 engineer 3 days Direct relation with the

client and finance team

Elaboration

Preliminary plan for the project development taking into account the number of

iterations (if required) and the delivery time for each one according to the importance.

Identification of the main risks and mitigation plan for each one and technical

decision-making about the implementation of the web site.


2 engineers 5 days Direct relation with the

client and logistics area to

analyze their requirements

Construction

Web site development according to each functionality identified during the previous

phases. Because of the low complexity of the system, it can be developed in one

iteration. As a result is the first release of the web site to the client with all its

functionalities.

The construction includes the design and development of the interface.


2 engineers 7 days Relation with the

Communication area to

decide about the content

Transition

After previous unitary tests, this phase is the transition of the application from

development environment to production. The client can have direct contact with the

application and final improvements included within the scope of the project can be

made.


1 engineer 3 days Relation with the client,

logistics and

communication areas to test

and verified the system


66

Maintenance and support

The maintenance and support of the web site should be available during the whole

event in order to update the information and take actions if any problem arises.


1 engineer 12 half days Relation with the client,

logistics and

communication areas to

manage and update the

website

• Deliverable 2: Development and database management of social media

subscribers and followers on the website

The database is required for the storage of the information about the attendants, the

activities and additional information of the project regarding the logistics and financial

functions.

Objectives

Support project management activities

Store information about the attendants and activities

Integrate the information among the different business areas


- Acquire and configure the database

The acquisition and configuration of the database depends on the system’s

requirements. This activity includes the decision about which type of database, the

server to be used and technical specifications and installation of the whole database.


1 engineer 2 days Relation with the client to

define database technical

specifications and finance

area to define the costs

- Design of the relational database

The database should be designed according to the requirements of the website

functionalities and must have a suitable structure that facilitates the access to the

information.


67


1 engineer 5 days

- Database management

The database management is the constant update and support for assuring that the real

and accurate information is provided by the website.


1 engineer 10 half days Communication and

logistics departments

Maintenance and infrastructure support

The maintenance and infrastructure support refers to the package of deliverables related to the

equipment and technological services needed to carry out the different activities that are

planned during the whole congress. It also includes the support in the project management

activities both in site and before the congress start.

- Deliverable 3: Management and support of networking and infrastructure

The infrastructure are all the technological equipment and accessories, as computers,

video beam, Internet, etc., necessary to develop the different activities schedule during

the congress. It also deals with the infrastructure necessary for the required it systems

and the equipment of each department.

Objectives

- Provide all the equipment required for carrying out the activities planned during

the congress

- Provide support and maintenance to the equipment during the congress

- Manage the suppliers of the equipment required

- Manage the complete internet network and assure the connection between the

different equipment


- Identify all the equipment necessary for the different activities of the congress and

select the suppliers

The different activities that are taking place during the congress, including

conferences, debates and workshops, might need special equipment as video beams,

lap tops, projectors among others. Some might be provided by the place where the

activity is happening but if not, the number of missing devices has to be planned and

the suppliers chosen.


68


1 engineer 2 days Communication, logistics

and finance departments

- Analyse the services provided by each location and integrate them with the

project’s equipment and systems

Services as Wi-Fi connection and some equipment can be provided by the same place

where the event is taking place. In that case, the IT team has to support the

management of those items so they can be used appropriately during the event.


1 engineer 10 half days Logistics departments

- Manage the inventory of the equipment and provide support

The inventory is the complete list of all the equipment, owned or outsourced, that is

going to be used during the event.


1 engineer 10 half days

- Manage the network connections in each location assuring the availability and

security during the whole event

Having a secure and strong Wi Fi connection is required during all the activities that

are taking place. The network should support all the attendants connected at the same

time assuming that at least each person has a device connected to the network.


1 engineer 10 half days Communication and

logistics departments

6.5. HUMAN RESOURCES WORK PACKAGE

Vice President Human Resources:

Human Resources Control Structure:

Human Resources team is going to pass by two team structures as following:


69

CCVP Human Resources

Promotional & Selective TL

1 TS

Training & Developing TL

3 TS

Supportive and Human resources

Materials TL

2 TS

- Phase 1: Starting from the 1st of April till 30

th of August 2014

- Phase 2: 1st



About the team structures and the responsibilities for each team:

Figure 15- teams of HR in first stage

Human Resources Milestones:

Promotional and Selective team Responsibilities:


- Provide information for the selective process

- Promote the conference inside the company in every team

- Provide advices and assistance when conducting staff performance evaluation

- Inform all the stuff in the company for the new vacant staff positions

- Prepare notices for the vacant staff position for the congress

- Schedule and organize the internal debates for the vacant jobs

- Provide full information for all positions and the organizational structure in the

conference

Phase 1


70

Training and Developing team Responsibilities

Supportive and Human resources materials team Responsibilities

-


- Identify training and development opportunities

- Ensure that accurate job description are in place

- Organize staff training sessions, workshops and different activities

- Provide information for the policies and procedures in the conference

- Provide staff orientation

- Access funding for training

- Recommend solutions attendance difficulties

- Develop, prepare and implement procedures and policies on staff positions

- Implementing the organization’s strategy

- Evaluating training programs and workshops

- Maintaining necessary records of employee participation in all trainings


- Provide advice and assistance to all of the other teams

- Coordinate the allocation of session materials

- Coordinate the jobs of all congress committee functions

- Provide help and assistance in developing human resources plan

- Monitoring daily attendance

- Investigate causes for staff absences

- Develop and administer health and safety programs

- Preparing governmental reports in order to maintain compliance obligations under

the law


71

Phase 2

CCVP Human Resources

Training & Development TL

3 Teamleader

Supportive & Human resources

materials TL

3 Teamleader

1st



Figure 16- second phase of HR structure


72

Human Resources WBS

The main concern for this function will focus about all the human resources needs during the

pre-arrival, arrival and post conference periods and the main jobs descriptions.

Figure 17- HR work breakdown structure

In the table below is shown how important is every deliverables in the first level from

Human Resources WBS. As it is listed the most important deliverables, marked with

“high” are creating HR structure for the CC team in coordination with functional vice

presidents of each department in ICO and Training the employees. With medium

importance are tracking the functional vice presidents and HR allocation, coordination

and support the teams during

the conference. Moreover with low importance we have promotion of opportunities.

N Deliver Work Package Importance

1 Creating HR structure for the CC team in coordination with

functional vice presidents of each team

High

2 Promotion of opportunities and communication with the CC

to the national and global network

Low

3 Training the functional vice presidents and their staff High

4 Performance tracking and management of CC TLs and

Teamsters pre and during the conference

Medium

5 Responsible for the HR allocation and coordination of CC

team on site during CCAC

High

Table 6- Importance of the work package


73

WBS Description

Synergies needed:

Will need synergies with:

Congress committee team

Coca Cola HR department

All functional vice presidents in ICO.

Deliverable 1:

Creating HR structure for the CC team in coordination with functional CCVPs

Deliverable Objective:

- Allocation the resources for different congress committees teams

- Creating clear plan of the work in the conference to provide information to all the

teams

- Coordinate the allocation of session materials


Define communicational channels inside the company

- This step is to set clear channels, which are to be accessible for all the teams

- Making research inside the company which is the best way for the flow of information


2 People 7 days

Meeting with representative of HR department on Coca Cola

- To receive exact information that we need to provide to our employee

- To understand the specific requirement of Coca Cola for the conference


1 People

1 days Coca Cola representative of

the HR department

Physical Meetings with all vice presidents of the different teams

Meetings objectives:

- Presenting the initial structure to VPs

- Discussing operational activities due to structure in every team

- Set a final structure approved by all vice presidents


2 People 4 days All functional vice presidents

in ICO


74

Creating online platform inside the company in order to coordinate each teams

- The main objective of this is to provide easily accessible place for everybody and to

have transparency in communicating between different teams

Resources Needed Time Needed Synergy with :

1 Person 7 days

Testing the online system

- The main objective of this step is to see is our platform working properly and if it is

not, to make the necessary changes on time


1 Person 2 Day

Deliverable 2:

Promotion of opportunities and communication with the CC to the national and

global network

Objectives:

Raise the interested of the employees in ICO for the Coca- Cola Company congress

Presenting the opportunities if the employee take part in the conference in Egypt

Making discussions inside the company in order to select the members of each team

Operational Activities:

Making presentations in front the vice presidents

- In this step HR teams want to present the upcoming Coca Cola conference in ICO and

to provide enough information to the CC team and vice presidents of each department

and the vice presidents of each departments are obligated to share the information with

all of their employees


2 People 1 Day All VPs and CC team

Building up profiles for each position that we need for the conference

- Organizing the job descriptions that we have and find out what we really need as a

positions

- Calculating how big supposed to be teams in each area as discussed this with VPs


75


4 People 5 Day All VPs

Sending informational bulletin via email to all employees to provide information

for the Coca Cola Conference in Egypt

- With this activity we want to promote the upcoming event

- Also inviting all interested to take part in it to apply for the vacant positions, witch

going to be described in the email

- Schedule and organize the internal debates for the vacant jobs

- Planning the discussions and making schedule for everybody


1 Person 1 Day

Conducting discussions for the vacant positions in the conference

- Inviting all applied for the certain job and conduct kind of interviews inside the CVC

company in order to choose the best suitable people for every team


2 People 7 Days

Evaluation after the discussions and decision making

- In this step we are analyzing the profiles that we have and what we need for the

conference

- Connecting and informing all approved employees for the teams that they are going to

work in


2 People 2 Days


1 Person 1 Days Synergy with all teams


76

Deliverable 3:

- Training the functional vice presidents and their staff

Objectives:

- Providing full information to vice presidents of each team

- Giving full information to the employees for the positions he/she will take in the

conference

- Organizing workshop sessions for the staff in order to orientate fast and to work easy

with the online platform


Scheduling the training plan

- In order to be precise in time we should plan the trainings, workshops and different

learning activities.


1 Person 2 Days

Organizing workshops sessions for each team

- In this step we prepare all the materials needed for the trainings and preparing the

location, where they will be


2 People 4 Days Synergy with Finance

function for the budget

Conduct the train session for each team

- Is important to implement all knowledge and all functions that can be used in the

online platform, so everybody to oriented easily and fast for the tasks they should do

and for the schedule


2 People 5 Days


77

Providing staff orientations

- As using the organization past data and the requirements of Coca Cola to be sure that

all employees are well known with the obligations that they have during the

conference


2 People 8 Days

Deliverable 4:

Performance tracking and management of CC TLs and Teamsters pre and

during the conference

Objectives:

- Build strong relations with all functional vice presidents

- Tracking what are the achievements

- Recommending solutions for the problems

- Managing the special event needed


Meeting with the VPs to discuss possible problems and situations at all

- In order to prevent the future problems is better to discuss from the past experience

and from the lasts conferences that we organize

- Discussions with the vice presidents what could happen

Dividing resources into the different teams

- With the clear idea what are the responsibilities of each team, we should divide the

resources and also to track them


2 People 3 Days

Evaluating training program

- Tracking the efforts of the staff to use the online platform

- Analyze the pros and cons for the past trainings in order to improve the workshops in

future


1 Person 3 Days


78

Deliverable 5:

Responsible for the HR allocation and coordination of CC team on site during

CCAC

Objectives:

- To guide and track the work of the employees

- To coordinate and provide needed resources

- To monitor daily attendance of all teams


Organizing meeting with CC team

- This will happen through and after the seminar days to track the processes

- Provide the needed advices and support

- Analyze occurred problems during the CCAC


2 People 4 Days Synergy with all vice

presidents of the teas

Coordinate the allocation of resources during the conference

- Define exact sorting of all the materials during the conference

- Set clear communication channels

- Using the online platform to track the allocation of resources


3 People 7 Days Synergy with the vice

president of finance to define

the cost needed for each team

Monitoring daily attendance during the conference

- Compose attendance logs in order to be sigh of each employee every day

- Investigate causes for staff absences


1 Person 2 Day


79

CCVP COMM

Internal Communication plan TL

1 TS

External communication plan TL

2 TS

6.6. COMMUNICATION WORK PACKAGE

COMMUNICATION WBS

The communication department is in charge of managing the communication between all the

stakeholders involved in the project. Besides, it should design, handle and assure the

communication plan across the company and externally with the client and suppliers.

The communication plan is developed with two different approaches. On one hand is the

communication process along all the business units of the company and on the other hand the

communication with external stakeholders including guests and suppliers.

OBS CROSS WBS

The communication department is divided according to the approach of each communication

task. In particular, activities are divided between internal and external communication

process. It is important to notice that some of the activities are required in site when the

congress is taking place.

COMMUNICATION MANAGEMENT MILESTONES

Figure 18- phase one in communication work breakdown structure


80

In general, the communication department is in charge of managing all the communications

along the complete project development. It is responsible of controlling communications

between functional areas and external stakeholders.

Internal communication plan

The internal communication plan includes the communication process along the different

functional areas. The main responsibilities are:

Define and control the communication plan within the company

Assure that the goals and strategy are well understood by all the project members

Provide complete, coherent and correct information to the members of the project

External communication plan

The external communication plan involves all the activities needed to manage the

communications with external stakeholders related to the project. These stakeholders are the

suppliers, the attendants and the client. The main responsibilities are:

Manage the communication process with The Coca – Cola Company

Manage the invitation and future relations with the attendants of the congress

Implement the advertising and communication plan

Maintain well informed all the people with special interest in the project development

Provide complete, coherent and correct information to the attendants regarding the

congress activities

Provide support between the company and the project’s suppliers

Work Breakdown Structure

As explained before, the communication department activities depend whether they are

related to the communication among the functional areas or managing the communication

between the company and external stakeholders. According to this approach, the WBS is

described as follows:

Figure 19- communication work breakdown structure

Internal Communication plan

The main goal of the internal communication team is to assure that all the members of the

company involved in the project work towards the same goal and all the activities are

COMM

Internal COMM

Report structure

Format Final documentation

Update info

Meetings

Organization Minutes

External COMM

Media management

Contact Report

Media support

Integration Support

Guests & Lecturers

Attendants Lecturers Comm. management


81

addressed to it. The communication team is also a bridge between the different functional

areas assuring that all are informed about the real progress of the project and facilitate the

solution of possible bottlenecks.

- Deliverable 1: Design and implementation of the report structure

The report structure is the definition of how should be the project documented, the

frequency and the people involved in order to maintain an updated state of the project

among all the business units.

Objectives

- Provide a defined process of documentation for the project development

- Inform all the company members about the reporting structure and dead time lines

- Maintain control of the project development progress


- Develop the reporting structure for the whole project

For facilitate the understanding among the company’s business areas, a defined report

structure must be defined so everyone speaks the same language. This activity

includes the definition of formats and management of the communication tools inside

the company.


1 engineer 2 days ITS

- Deliver the complete final documentation of the project

At the end of the project, a complete report should be handled to both, the client and

the project managers. This report includes the complete description of the project with

the activities, complete schedule and real costs analysis.


1 engineer 2 days All departments

- Update the project’s information in the website

The communication team must work together with the ITS department in order to

maintain updated the information on the website. This information should be about all

the daily activities and any change regarding the logistics and organization of the

event.


1 engineer 10 half days All departments

Deliverable 2: Internal meetings for project’s progress evaluation

Frequent meetings should take place to gather all the vice presidents involve in the project

and people of interest, so a complete report is done in a weekly basis in order to maintain


82

an effective control of the progress of the project and identified bottlenecks that can

significantly affect the project.

Objectives

Control the project development

Inform about the complete project status

Identified and facilitate the solution of bottlenecks

Integrate the different project areas under the same goals


- Organize the meetings for project progress evaluation

The organization of the meeting includes inviting the people and deal with location

and equipment requirements.


1 engineer 22 days distributed in the 22

project weeks

All departments

- Make the meeting minute

For each meeting, an official minute should be done including the list of attendants of

the meeting, the objectives and the evaluation of each point in the agenda. At the end

there must be a report about the status of previous acquired commitments and the list

of new tasks with closing dates and responsible in order to understand the problems

identified with the respective solutions and the impact in the project’s schedule. The

minute should be send to each vice president and a confirmation must be replied with

the acceptance or comments about the points discussed.


1 engineer 22 days distributed in the 22

project weeks

All departments

External Communication plan

The external communication plan deals with the communication process between the

company and the client, suppliers and attendants. Among their activities are supporting the

relation between each business area and the specific suppliers and assure that all the guests

know and attend the activities schedule during the whole congress. This department is

responsible for the welfare of the attendants and lecturers of the congress.

- Deliverable 3: Invite and serve the media for the congress and its events

The media for the congress is every tool used for the communication process during the

whole event. Media involves the public relations and promotion of the event. It includes

the advertisement due to the importance of the event and the official communication to

press and other channels about the progress of this important happening.


83

Objectives

Manage public relations

Maintain the awareness of the event and its importance


- Select, contact and manage the relation with the media

Because of the magnitude of the event, the promotion and advertisement channels

should be selected and invited to the congress so a complete coverage can be done to

maintain the people informed about the event. Not only will gain attention from the

public but also will help improving the brand image of ICO and Coca Cola Company

within Egypt.


1 engineer 4 days

- Make the daily report about the activities taking place

For maintaining the people informed, a daily release should be given to the press about

the activities that are taking place and the public information that can be of interest all

around the world. It is important to know that some of the meetings are confidential

and the information shared must be evaluated according to this matter.



- Deliverable 4: Manage all the dimensions (print, paper, virtual etc.) of the media

and partnering with them

Besides contacting the media, it is important to manage the relations with them and

provide all the facilities to be able to cover the complete event.

Objectives

Manage the relations with the media


- Work together with the media to provide a full coverage of the event

The communication department should support the media activities and partnership

with them so the congress is completed cover and the information provided is real and

accurate.




84

- Identify the requirements that should be provided be ICO to support the event

coverage

The support of the media activities should be accompanied by the provision of the

equipment required by the media teams and that is specified in the contract that should

be provided by ICO.


1 engineer 2 days Financial department

- Deliverable 5: Invite and coordinate the guests and lecturers

According to the client requirements, a list of lecturers and guests is given to ICO. The

communication department is in charge of the activities related to the complete

coordination of the guests’ attendance to the event.

Objectives

- Assure the attendance of all the guests

- Coordinate the lectures and workshops of the event


Contact, invite and confirm the attendants

According to the list provided by Coca Cola Company, the main managers of each

country are invited to the congress and ICO is in charge of contact them to confirm the

assistance and manage the complete process for traveling. The final list of attendants

should be handled to all the departments so it is possible to start with all the activities

regarding the organization of the event.


1 engineer 5 days All departments

Contact, invite and confirm the lecturers

Besides Coca Cola’s managers, some of the best lecturers are invited to the event for

specific seminars and workshops. Part of the communication activities involves

contacting them and managing the complete process from contacting them until their

confirmation and future relation with the other departments to complete the process of

their attendance.


1 engineer 3 days Logistics

Manage the communication between ICO and guests

During the whole event, there must be a constant flow of information between the

company, the client and the congress guests. The information is managed through the

website so everyone is aware about what is going on and the activities planned but


85

also, the communication department is in charge of keeping constant communication

among all the stakeholders in case any problem arise or simply to understand de

complete situation of the event.


1 engineer 10 half days All departments

6.7. FINANCIAL WORK PACKAGE

VICE PRESIDENT FINANCE:

FINANCE CONTROL STRUCTURE:

For every single project it is very important how it would be financed and the way that

resources are used efficiently. The responsible group for this is the Finance team. Finance

team is going to pass through three team structures as following:

Phase 1- Starting from 10.04.2014 to 05.05.2014;

Phase 2- from 27.08.2014 to 19.09.2014 (on site structure);

Phase 3- from 22.09.2014 to 25.09.2014.

About the team structures and responsibilities for each team:

from 10.04.2014 to 05.05.2014

Phase 1


86

Coordination of planned events team Responsibilities

Figure 20- team structure and responsibility for the first stage of Finance

Finance management milestones:

Key responsibilities of the coordination of planned events team are to act as a bridge between

the finance team and all other teams. They have to communicate all of the planned and needed

resources between the teams.

Responsibilities of coordination of planned events team:

Gather all of the data for the planned events, activities, needed devices and equipment;

Summarize the information into a report;

Communicate the report to the budget planning and coordinating team;

Communicate the budget to the other teams;

Tracking all of the payments before the event;

Get approval for the budget from all of the teams and present is to the project manager

and main customer.

CCVP FINANCE

Coordination of planned events

TLS

6TS

Budget planning and coordinating

TLS

6 TS


87

Budget planning and coordinating team Responsibilities

Main responsibility of this team is the creation of the budget. In the budget are shown planned

resources allocated to every single activity, event, entity.

Responsibilities of budget planning and coordinating team:

Creation of budget;

Allocation of cost to every special event;

Delegation of money to the teams for the different periods;

Ongoing review of the budget;

Creation of back- up budget.

from 27.08.2014 to 19.09.2014 (on site structure)

Figure 21- team structure and responsibility for the second stage of Finance

CCVP FINANCE

Cash management TLS

20 Teamsters

Payments check coordination TLS

10 Teamsters

Budget planning and coordinating

TLS

6 Teamsters

Phase 2


88

Cash Management team Responsibilities

Payments check coordination team Responsibilities

Planning and coordination team Responsibilities

Milestones of finance team on second stage

This team takes care for all of the payments that are done in cash on the venue. The fees are

collected and accounted in the moment.

Responsibilities of cash management team:

- Collecting payments in cash on the venue;

- Accounting the cash payments on the venue;

- Check if all of the guests have paid in cash everything supposed.

Main duty of the side is to track all of the payments done by credit cards or online banking

during the event. To be easier for all of the organization parts, credit card payments and

online payments are delegated for managing to a different team.

Key responsibilities of payments check coordination team:

- Tracking all of the payments done by credit cards or online banking during the event;

- Accounting those payments;

- Checking if a guest hasn’t paid something;

- In case of realized missing, the responsible person is communicating to the Vice

president Finance so that preventive measures are taken.

On this stage the duty of this team is checking the budget.

Responsibilities of budget planning and coordinating team:

- Ongoing review of the budget


89

Accounting team Responsibilities

from 22.09.2014 to 25.09.2014

Figure 22- team structure and responsibility for the third stage of Finance

Milestones for the finance team of the third stage:

When the event is finished, it is really important to be done a financial statement for all of the

incomes and outcomes during the preparation and happening of the event. By the cash flow

statement the company can understand if the event passed well and there is a profit or loss.

The creation of cash flow statement and profit and loss account is a duty to the accounting

team.

Key responsibilities of the accounting team:

- Gathering all of the financial information for the event;

- Creating cash flow statement;

- Creation of profit and loss account;

- Communication of both documents to the Vice President Finance and Project

manager.

CCVP FINANCE

Accounting TL

5 TS

Phase 3


90

FINANCE WORK BREAKDOWN STRUCTURE:

The main concern for this function is the preparing of the budget so that the occasion

can happen how it is planned. The budget has to fit special requirements and to follow

definite rules.

Figure 23- work breakdown structure for work package finance


91

The work packages that we identify in this level are shown in the table below:


1. Initial preparation of various budgets High

2. Negotiation, consideration, review and acceptance of

the budget

Medium

3. Ongoing review of the budget Medium

4. Allocation of resources among the teams High

5. Cash management on the venue High

6. Tracking fee payments for CCAC Medium

7. Checking payments Medium

8. Accounting Medium

9. Creation of cash flow statement High

10. Creation of profit and loss account High

Table 7- work packages in first deliverable level- finance

DELIVERABLE 1- INITIAL PREPARATION OF VARIOUS BUDGETS:

OBEJECTIVES:

The master budget is a document that expresses management, operating and financial plans for a

specific period. It comprises a set of budgeted financial statements. It includes financial

translation and it is made up by three different budgets- operating (related to the transforming

activity of the company), capital expenditures (defines the use of financial and human resources)

and financial (evaluates the impact of operating and investment plans of cash inflows and

outflows). The aim of the work package is to present to the customer an approximate view for

the amount of money, spent for different activities and facilities that are going to be paid by

him/her. The importance of the work package is set to high because from the budget depends the

whole presenting of the event.

SYNERGIES NEEDED:

In order the budget to be planned in an optimal way, a strong collaboration between the finance

team and all other teams is needed, so that the planner can have as accurate as possible

information for all planned expenditures.


The planner needs all of the analyzed and summarized data from all of the teams so that it can

create the various budgets and communicate them for negotiation.

- Data collection:


92

All data about the expenditures for the planned events is gathered.


1 person from budget

planning team;

1 person from coordination

of planned events team;

3 hours All teams;

- Analysis of data:

Collected information should be analysed so that it is easier the creation of the budget.


1 person from budget

planning team;



3 hours --------

- Budgets creation:

On the basis of the analysed data all of the various budgets are created in the specific

framework and communicated to the upper levels.


2 people from budget

planning team;



2 hours --------

DELIVERABLE 2- NEGOTIATION, CONSIDERATION, REVIEW AND

ACCEPTANCE OF THE BUDGET:

OBJECTIVES:

A budget cannot be used without being negotiated and approved. The aim of this work package

is to be chosen the optimal budget. When the budget is done, it is considered and reviewed by

all of the vice presidents. After being approved, the budget is sent to the Vice President Finance

for final check and then it is communicated to the Project Manager for final acceptance. The

importance of the work package is set to medium because already the possible alternatives of

budget are provided, just the best one should be chosen.


93

SYNERGIES NEEDED:

In this phase the budget should be negotiated between the budget planning and coordination

team leader and Vice President Finance. Then it has to be approved by all of the vice presidents

and the project manager so that the organization of the event can be proceeded.


The team leader is meeting the Vice President Finance and they are discussing all of the

possibilities for the budget and every misunderstanding that appears. When the Vice President

Finance approves it, the budget is communicated to the other Vice presidents to be approved. In

case there is a need, a meeting is organized. All of the appeared questions are solved, a possible

change is provided.

When the budget is accepted by everyone, it is communicated to the Project Manager for final

approval. When he/ she approve it, the organization of the happening can continue.

- Negotiation of budgets:

Various budgets should be negotiated between the Vice Presidents in order to be

proceeded to their consideration. The Vice presidents communicate between each other

if they agree or not with the planned budget.


Created budget;

1 person from Budget

planning and coordination

team;

Vice President Finance;

5 hours All Vice Presidents;

- Consideration of budgets:

On another physical meeting is considered the risk if the budget is not enough and a

back- up budget are created. Then they are communicated to the other Vice Presidents

for review.


Created budget;



team;


5 hours ----------


94

- Review of the budgets:

A physical meeting is organized and all of the vice presidents are gathered to review the

back- up budgets and the original one. When they are accepted, they are communicated

to the project manager for final acceptance.


Created budget;



team;


4 hours All Vice Presidents;

- Acceptance of the budget:

The final approval or rejection is done by the project manager. This can be done on a

meeting as also by official e- mail.


Created budget;



team;


2 hours Project Manager

DELIVERABLE 3- ONGOING REVIEWS OF THE BUDGET:

OBJECTIVES:

This deliverable is executed on the duration of the organizing of the conference. The aim is to be

found out if all of the planned activities are in the planned framed for payments. The importance

of this deliverable is set to medium because already everything is decided and the only action

that could be taken is to be checked if we fit the budget or not.

SYNERGIES NEEDED:

Collaboration between the responsible people and all vice presidents is needed only if a

significant variance in the planned and actual usage of resources is estimated. In this case

preventive actions are needed.


95


Responsible team is checking the cash inflow and outflow, comparing the actual results with the

planned one and updating the budget. If significant variance is noticed, it is communicated to the

Vice President Finance who is responsible for taking preventive actions.

- Checking of the budget:

Information about the actual expenditures is gathered and organized in a report. The data

in the report is compared with the budgeted one.


Budget;

Proceeding organization;

1 person from Budgeting and

coordinating team;

30 hours ----------

- Control of the variance:

The found variance should be controlled so that the actual expenditures do not exceed

the planned one.


Created budget;

1 person from Budgeting and

coordinating team;


30 hours --------

- Updates of the budget:

When a preventive measure is taken it should be marked the change in the budget

because all of the planned expenditures are changed.


Created budget;



team;

20 hours ------


96

DELIVERABLE 4- ALLOCATION OF RESOURCES AMONG THE TEAMS:

OBJECTIVES:

This work package represents the division of needed resources among the teams so that they can

achieve their aims. By it the customer receives a more detailed view for the exact cost of which

activity. The importance of the work package is high because by the correct calculations

depends the fulfilment of the procedure as also spending the optimized amount of resources. As

more exactly are calculated and separated the resources, as better results we achieve.

SYNERGIES NEEDED:

Collaboration between the responsible team and all other teams is needed so that everyone can

receive the planned amount of money in the expected time to execute the planned activities.

OPERATIONAL ACTIVITES:

Firstly the team is divided to smaller groups that will distribute the money. Then meetings

between the teams are organized so that the resources are spread.

- Group creation:

The team is divided to smaller groups so that the wrok can be executed faster and more

efficiently.



of planned events team

1 hour ---------

- Meetings:

The created teams allocate the resources to the teams and decide in which time to give

them to the teams. Then they organize meetings, meet the teams and explain them the

procedure that will be used.


Created budget;

1 person from Coordination



Budget planning and

coordinating team;

7,5 hours All Vice Presidents;


97

- Distribution of resources:

During the preceding of the organization another meetings are executed and the

resources are distributed among the team


1 person from Coordination



7,5 hours All teams;

DELIVERABLE 5- CASH MANAGEMENT ON THE VENUE:

OBJECTIVES:

Its aim is to control the cash inflows and outflows during the event so that missing resources or

another problem can be realized easily. The customer is assured that nothing more than needed

will be spent, as also there is not missing cash.

The importance of this work package is set to high because by it we can easily realize if there is

missing cash, something unpaid or another problem has appeared.

SYNERGIES NEEDED:

Cash management team is responsible for this deliverable. If they realize a problem, they are

communicating to the Vice President Finance. No other synergies are needed.


One the venue the team is separated to smaller groups. Usually they have to account the cash

inflows and outflows for the special events because guests are deciding to which activity to

participate on place. However, if a guest has something else unpaid, he can pay by cash on the

event for the service.

After the accounting is done, the responsible are realizing whether a difference exists between

planned and actual profit for the moment. In case such a variance is noticed, all possibilities are

checked and then is communicated to the Vice President Finance so that special measures are

taken.

- Group creation:

Cash management team is divided to smaller groups so that during the event the work

can be executed more efficiently.


98


2 people from cash

management team;


2 hours ------

- Accounting on the venue:

The responsible teams are gathering all of the needed data, analyzing it and account it

immediately to realize missing cash or whether mistakes in the payments exist.


Report foe payments;

9 people from cash

management team;

59 hours ---------

- Measures:

When a mismatch is realized immediately the Vice President Special Events is informed

and he/ she is taking preventive actions.


9 people from cash

management team;


59 hours --------

DELIVERABLE 6- TRACKING FEE PAYMENTS TO ICO:

OBJECTIVE:

The importance of this work package is set to medium because all of the participants are Coca-

Cola’s members in some way. It is supposed, that all of the needed payments done online, are

done in advance by not suspicious bank accounts. Another suggestion is that no one has

forgotten to pay participation fee or something else in order to be present on the conference. The

process starts with the first moment of paying an activity and it continues until the end of the

conference. The objective of the deliverable is to be realized if a payment is missing.

SYNERGIES NEEDED:

Main responsibility for the work package has the payments check coordination team. If a

missing is realized, it is communicated to the Vice President Finance. No other synergies are

needed.



99

All of the payments are checked. During the event some members of the team are delegated to

track the payments while others are doing the accounting.

- Group creation:

The team is divided to smaller groups and activities are allocated to the teams.


2 people from payments

check coordination team;

2 hours ---------

- Checking of the payments done through online banking or credit cards:

There is a possibility, people to pay their chosen activities, tours and participation during

the event but not in cash. The responsible team is checking if the desired activity is

already paid or not.


Reservation list;

Report for payments;



Vice President Finance

50 hours ---------

- Tracking of the payments:

Payments are checked if they are done from real account, if it is suspicious or there is

any problem with that account.





50 hours --------

- Accounting:

All of the new payments are accounted.





18 hours ----------


100

DELIVERABLE 7- CHECKING PAYMENTS:

OBJECTIVE:

With this work package we can easily understand if there is a missing payment or something not

paid. The importance of the work package is medium because it is supposed that all of the

members on the conference are from Coca- Cola team and everyone will make the payment on

time- no one will skip it. The aim of the work package is exactly to give to the customer the

information for payments.

SYNERGIES NEEDED:

Payments check coordination team is responsible for this activity. If a problem appears, it is

communicated to the Vice President Finance so that preventive measures are taken. No other

synergies are needed.


The responsible are gathering information for all of the done payments during and before the

event. Then the information is analyzed and a report is written. In advance they are having a list

with the payments done before. Also, their colleagues are providing the accounts for the done

payments during the event. In the moment the documents are compared. In case a missing is

noticed, it is communicated to the Vice President Finance.

- Gathering of information:

All of the data is gathered so that final checking of the payments can be executed.



Reservation list;

Accounting for payments

done on the event;

1 person from payments


15 hours ---------

- Analysis:

Gathered data is analysed.



Reservation list;


done on the event;



15 hours ---------


101

- Report creation:

Analysed data is organized in a special layout for a report.



Reservation list;


done on the event;



10 hours ---------

- Comparison:

The written report is compared to the planned one. The variance is found and analysed.




40 hours ---------

- Measures:

Measures for the variance are proposed and everything is communicated to the Vice

President Finance. He is putting in act the preventive measures.





40 hours ---------

DELIVERABLE 8- ACCOUNTING:

OBJECTIVE:

The mentioned work package gives an overall view for the spent resources, financial flows and

profits. By it we have the general idea if the project was winning or losing. The importance of

this work package is low because already the event has finished and the data from these

documents is useful only as a report and information for improving next projects.


102

SYNERGIES NEEDED:

This step is done by accounting team. It is performed after the end of the event. The team is

collaborating with all of the finance teams and Vice President Finance. No other collaboration is

needed.


After the passing of the event of the needed data is collected and analyzed.

- Data Collection:

When the event is finished all of the financial data is collected.



Accounting for payments done on

the event;

All accounting documents done

during the passing of the event;

All accounting documents done

before the event;

3 people from accounting team

2 hours ---------

- Analysis of data:

The gathered information is organized and prepared for final reports.



team

6 hours ---------

DELIVERABLE 9- CREATION OF CASH FLOW STATEMENT:

OBJECTIVE:

Cash flow statement is a document that is showing all of cash inflows and outflows for a

specific period into a company. The objective of this work package is to be noticed easily the

variance between outflows and inflows, if resources are used in the most optimized way. The

importance of this deliverable is set to high because this document is providing a complete view

for the financial part of the happening.


103

SYNERGIES NEEDED:

The step is performed by the accounting team. No other synergies are established.


After all of the financial data is analyzed, it is organized in a Cash Flow Statement. Then the

document is communicated to the Vice President Finance, who is checking for mistakes, and to

the Project Manager.

- Creation of Cash Flow Statement:

The analysed data is organized in a Cash flow statement.


3 people from accounting team;

Analyzed financial data

6 hours ---------

- Communication of Cash Flow Statement:

The official document is send to Vice President Finance for final check and to the

Project Manager.


2 people from accounting team;



DELIVERABLE 10- CREATION OF PROFIT AND LOSS ACCOUNT:

OBJECTIVE:

Profit and loss account is a document that is showing whether we earned enough from the done

deals. The aim of this work package is to be easily notice if we have profit in the end of the

event. The importance of this deliverable is set to high because this document is providing a

complete view for all of the profits and losses from the happening.

SYNERGIES NEEDED:

The step is performed by the accounting team. No other synergies are established.


104


After all of the financial data is analyzed, it is organized in a Profit and Loss Account. Then the

document is communicated to the Vice President Finance, who is checking for mistakes, and to

the Project Manager.

- Creation of Profit and Loss Account:

The analysed data is organized in a Profit and Loss Account.



team;

Analyzed financial data

6 hours ---------

- Communication of Profit and Loss account:

The official document is send to Vice President Finance for final check and to the

Project Manager.



team;




105

7. RISK ANALYSIS

7.1. PROJECT RISK MANAGEMENT In this type of congress where there is a massive gathering of participants from different

countries especially when we are organizing a congress for the top leadership body, for one of

the biggest multinational companies in the world like The Coca-Cola Company. So we have to

accurately care about the Risk management as one of the core process of our organization and

not identifying the different factors might cause the risks and the way to mitigate it and how this

will affect the cost of the project.

10 days gathering 1000 person could be a combined with different type of risks could be a

natural risks or even due to the lack of organization and infrastructure so the next few pages will

be focusing on the Risk Management specially During the congress period and we will be

focusing on :

- Risk Identification

- Risk evaluation

- Risk mitigation plan

- Contingency management

- Risk reporting and review

After these steps we ensure the management of the Risk and the impact could happen due to

this, so we could provide unforgettable experience for our customers and to avoid any delay or

insufficient actions.


106

7.2. RISK IDENTIFICATION: SWOT Analysis

In order to identify potential risk which might be occurred during the project life cycle, SWOT

analysis is defined containing project Strengths, Weaknesses, Opportunities and Threats as

shown:

Strengths:

- Experienced in organizing Conferences

- Strong access to different supplier channels and procurement

Weaknesses:

What potential Weaknesses exist about the project, the project team, the sponsor,

the organization structure, the client, the project schedule, the project budget,

the product and the project, etc.

- Natural Crises

- Safety situation in Egypt

- Any economic crises could delay the congress from the company

Opportunities:

What potential opportunities exist about the project, the project team, the sponsor,

the organization structure, the client, the project schedule, the project budget,

and product of the project, etc.

- Organizing congress for one of the biggest companies in the world

- Use past conferences experience from the company data

- Capitalize in company existing structure

Project Strengths: What potential strengths exist about the project, the project

team, the sponsor, the organization structure, the client, the

project schedule, the project budget, the product of the project,

etc.


107

Threats:

- Congress cancellation

- Supplier and procurement delay specially in the pre-congress period

- Change in Euro exchange rate , as this will affect the company margin as the contract

will be paid in Euro

- Change in the country situation as Egypt having a not stable time in the current situation

Risk Details and Impact:

After determining strengths, weaknesses, opportunities and threats of the project, we describe all

the potential risks from each uncertainties of the project in the Risk Break Down Structure.

- Wrong Estimation in the planning phase

- Wrong estimation of the congress materials and relation with supplier

- Wrong estimation for the pre-congress activities

- Lacking of the congress HR structure during the congress

- Lack of the function synergies to cause of tasks missing

- Lack of communication with Coca-Cola company

- Delay of the planning period

- Affect the customer satisfaction if we have wrong estimation

- Delay in the Project timeline

- Drop some of the required contracts


108

7.3. FUNCTIONS RISK BREAKDOWN STRUCTURE Delegate Servicing Function Risk:

- Lack of communication with Coca-Cola`s delegates: this risk could make a delay in

the entire delegate servicing process, which will affect the congress cycle and for sure

will delay other CC functions who have a strong synergies with DS.

Consequences of this risk:

- Delay in Project time

- Drop some of the required contracts

- Lack in communication with government Ministries (no visas): this will cause a

delay in all the congress cycle, or may cancel the conference.


- Canceling the conference


- Exceeding the set budget for Delegate Servicing- this will cause to overload the delegate

servicing team, to work with fewer resources, especially for the communication and

traveling and might effect on the Scope of the project.


- Affect the project scope

Over-loading the team members may cause delay on the project deadlines

Logistics Function Risks:

- Lack of Communication with The Coca-Cola Company: and this risk could make a

delay in the entire logistics process which will affect the congress cycle and for sure will

delay other CC functions who have a strong synergies with LOG.

- Consequences of this risk:


- drop some of the required materials


109

- Exceeding the set budget for Transportation and external agencies: and this will

cause to over load the logistics team to work with less resources specially for the

transportation and might affect the Scope of the project


- Affect the project scope

- Over load the resources

- Lack in communication with government ministries: and this will cause a delay in all

the safety issues and also for the agreements in on site visiting

- Lack of resources in the On-site time

- The lack of resources during the congress will cause some delay for session delivery and

this might affect the congress scope at all

Consequence of this Risk:

- Affect the project timeline

- Overload the congress team during the congress

- Affecting the performance of other functions

- Mixing between functions JD during the congress

The mixing between functions JD will cause overlapping in some of the deliverables and will

cause problems in the internal communications.

Consequence of the Risk:

- Overload parts of the CC team because of the JD shifting

- Affect the congress timeline

- Affect the communication flow during the congress

HR Function Risk:

- Lack of Communication with all vice presidents of each team:

- This risk could be a big problem for organizing the work during the congress and also

the lack of information between different levels can cause significant losses of time and

employees can take actions which are not required by the The Coca - Cola Company.



- Drop some of the required actions


110

- Placement employees in not right position

Despite checking all of the profiles for similarity with the job descriptions, it is difficult

to delegate the employees to the correct position and as a consequence the teams cannot

perform at their optimal level. As another reason for this is the lack of work orientation

and precise customer requirements.


- The Coca - Cola Company will be not satisfied by the service they require

- Not efficiently using the human resources of ICO

Special Events Function Risk:

LACK OF COMMUNICATION WITH THE CUSTOMER:

This risk is affecting the possibility of meeting customer’s requirements on time and project

delay, congress happening. All functions will be affected. Overload resource usage is

possible.

CONSEQUENCES OF THE RISK:

- Lowering the cost of the project;

- Overlapping and not effective resource usage;

- Project delay;

- Not good feedback;

DELAY IN THE DELIVERIES:

This risk is affecting the proceeding of the events. If the devices and facilities are not on

place at the expected moment, the control check cannot be done. The work of the other

teams is influenced as also the project.


- Affecting controls check team work and craftsmen team;

- Project delay;

- Disappointed customer;

- Postponed and/ or canceled special events;


111

SURPASSING THE BUDGET FOR THE SPECIAL EVENTS:

This risk is affecting the project development- some of the planned activities are not able to

be executed and should be cancelled. The initial plan cannot be executed and a back- up plan

has to be performed.


- Postponed/ cancelled special events;

- Change in the done program;

- Confused guests;

- Unsatisfied customer.

NOT GATHERING ALL NEEDED APPROVALS ON TIME:

This risk is affecting the project by delaying it and all other CC functions. The whole

organization of the special events is postponed.


- Delays in orders and deliveries;

- Postponed/ cancelled Special Events;

- Confused guests;

- Unsatisfied customer;

- Affecting the work of craftsmen team, quality control check team and other CC

Functions;

- Price change in the project;

- Exceeding the budget for Special Events

- Overlapping of Events;

- Resource usage overload.

Finance Function Risk:

- LATE APPROVAL OF THE BUDGET:

This risk is affecting the whole project. Some of the activities cannot be performed, a

delay is done. All of the CC functions cannot continue with processing their obligations.


- Unexpected delay of the project;

- Need of changed schedule;

- Change of the price of the project;

- Resource overloading;

- Cancelation of activities.


112

NOT ACCURATE ALLOCATION OF COSTS:

This risk is affecting the CC functions jobs. If the resources are not allocated precisely,

the activities and jobs cannot be executed.


- Delay in the project;

- Changing in the schedule;

- Resource overloading;

- Lack of resources;

- Change in the planned organization;

- Unsatisfied customer.

LACK OF ACCURATE ACCOUNTING ON THE VENUE:

This risk is affecting the exact profit from the done job. If the accounting is not accurate,

profit and loss cannot be precise. A misunderstanding between customer and guests will

appear.


- Misunderstanding between the customer and guests for the payments;

- Wrong data about cash outflows and inflows;

- Problems with the finance regulators due to wrong data;

- Penalty fees for us and for the customer.

NOT PRECISE TRACKING OF THE PAYMENTS:

This risk is affecting the accounting after the event. If the tracking is not accurate, wrong

data can be presented in the reports and the finance regulators will make a problem when

checking the data.


- Penalty fees for the customer and for us;

- Wrong reports;

- Missed payments;

- Lower salaries for the responsible;

- Problems with finance regulators due to wrong provided data;

- Change in the overall price of the project.


113

NOT ACCURATE CASH MANAGEMENT:

This risk is affecting the final accounting for the project. The presented profit and loss,

cash outflows and inflows in the reports are not correct and the income can be calculated

as lower one.


- Lower/ higher profit;

- Lower salary;

- Lower project price;

- Problems with finance regulators due to wrong data in the reports;

- Missed or overlapped payments;

- Unsatisfied customer;

- Wrong reporting documents.


114

7.4. PROJECT RISK BREAK DOWN STRUCTURE:

Figure 24- risk breakdown structure

Project

Comm.R

Lack of response

Dely in Conf.Time

Wrong.pl estimation

Motiv.Problems

Performance.down

Plan.Ri

Wrong material est.

miss some of CIO expec.

lack,Customer Satisf

HR.R

LAck in resources

Over lapping in activi

wrong structure

affect functions perf.

Log.R

delay in supply deals

procrument delay

transportat,problems

DS.R

lack in communication

delegat un satisf.

IT.R

wrong estim of I

lack of IT mater

miss ccaco.materil

maintenance pro.

over.budget

SP.R

lack in reg

saftey situ

Fina.R

over coming budget


115

7.5. RISK EVALUATION Risk evaluation concerned with assessing probability and impact of individual risks. The Risk

Assesment contains qualitative analysis ( classify risks based on scale) and quantitave analysis (

evaluate the probability and impact ). Those Analysis will allow the project manager and risk

assesor to do prevention and / or protection in mitigation action.

In order to evaluate the risks in qualitative analysis, we use this following standard table of risk

scale.

PROBABILITY

Score Definition

Very High

> 0.8 Will occur very frequently, has occurred on past projects, and conditions

exist for it to recur

High

0.5 < R < 0.8 Will occur frequently, has occurred on past projects, and conditions

exist for it to recur

Medium

0.3 ≤ R ≤ 0.5 Will occur sometimes, has happened a minimal number of times on past

projects, and conditions are somewhat likely for it to recur

Low

0.1 ≤ R < 0.3 Will not likely occur, has never occurred on past projects, and

conditions don’t exist for it to recur

Table 8- risk probability


116

IMPACT

Score Definition

Very High

> 0.8 A consequence that will major loss, cause severe interruptions to the

customer, or severely delay the completion of a major deliverable

High

0.5 < R < 0.8 A consequence that will cause loss, cause severe interruptions to the

customer, or severely delay the completion of a major deliverable

Medium

0.3 ≤ R ≤ 0.5 A consequence that may cause loss, may cause annoying interruptions to

the customer, or delay the completion of a major deliverable

Low

0.1 ≤ R < 0.3

A consequence that may cause minimal loss, cause minimal interruption

to the customer, or cause minimal delay to the completion of a major

deliverable

Table 9- risk impact

Based on those three scale, we do quantitative analysis of probability and impact for each scale.

In order to have prioritization of risks, we need to calculate risk score, which determined by

probability times impact.

Expected Value Value

≥ 0.64 Very Critical

0.25 - 0.64 Critical

0.05 - 0.25 Significant

0 - 0.04 Negligible

Table 10- risk value


117

7.6. RISK ASSESSMENT According to risk table, we assess all the risks to determine risk score as follow :

Risk type Risk Probab

ility

Imp

act

Risk

Score

(PxI)

Value

Cost

of

Risk

Lack in

Communication

Lack in coca- cola response 0.3 0.7 0.21

Signif

icant

27,64

0

Weak synergies between Functions 0.2 0.7 0.14

Signif

icant

1,760

Delay the project ending time 0.3 0.5 0.15

Signif

icant

4,544

Wrong estimation of needed mat. 0.3 0.7 0.21

Signif

icant

25,60

0

End below customer satisfaction 0.4 0.6 0.24

Signif

icant

20,03

6

Miss understanding of tasks 0.3 0.3 0.09

Signif

icant

10,00

0

Project

Management

Inappropriate planning of project

scope, cost and schedule. 0.3 0.9 0.27

Critic

al

452,4

60

Inaccuracy of determining

organizational structure 0.4 0.4 0.16

Signif

icant

20,03

6

Inaccuracy of choosing human

resources 0.4 0.6 0.24

Signif

icant

40,07


118

2

Lack of coordination and supervision

0.5 0.8 0.4

Critic

al

29,95

1

Unclear policies and procedures. 0.4 0.8 0.32

Critic

al

4,736

Communication skills with external

parties 0.3 0.7 0.21

Signif

icant

96,09

0

Hotels, external

agencies Risk

Late delivery order 0.4 0.7 0.28

Critic

al

51,20

0

Bad quality 0.3 0.4 0.12

Signif

icant

51,20

0

Cancellation from performers 0.4 0.5 0.2

Signif

icant

50,04

3

Partnership with Hotels and external

agencies ( transportation , travel

agencies ) 0.4 0.4 0.16

Signif

icant

102,0

34

External

Goverments regulatory. 0.3 0.4 0.12

Signif

icant

1,920

Public interest 0.5 0.7 0.35

Critic

al

359,6

81

Bad weather 0.5 0.3 0.15

Signif

icant

3,597

Similar events 0.5 0.5 0.25

Critic

al

122,6


119

62

Dependency to External contributor 0.8 0.8 0.64

Very

critica

l

140,0

63

Client Clients bankrupt 0.3 0.6 0.18

Critic

al

90,00

0

Conflicts 0.3 0.7 0.21

Signif

icant

25,00

0

Communication

Late in Communication of data and

activities required 0.5 0.8 0.4

Critic

al

245,3

25

Poor communication channels 0.5 0.8 0.4

Critic

al

114,3

56

Table 11- risk assesment

7.7. RISK MITIGATION : In this phase, we do the possible action to reduce either the probability or impact from the risk

by prevention and/or protection.

All the mitigation actions described on the table as follow :

No Risk P I Mitigation action Pf If

1 Dependency to External

parties

0.9 0.8 Periodic follow up, work progress

controlled and use bonus for acceleration

plan

0.4 0.4

2 Lack of coordination and

supervision

0.5 0.8 High level project controlled by

supervisor and request periodic work

progress signed sheet

0.2 0.8


120

3 Late in Communicating

data

0.5 0.8 Accurate planning, schedule, research and

implementation of Communication tools

0.5 0.3

4 Poor Communication

strategies

0.5 0.8 Assign professional and creative team for

initiating new communication tools

0.5 0.3

5 Public interest 0.5 0.7 Market research and maximum effort on

customer satisfaction

0.5 0.2

6 Unclear policies and

procedures.

0.4 0.8 Provide some trainings about policies and

procedures comprehension before project

execution

0.1 0.5

7 Late delivery order 0.4 0.7 Request delivery on time as the

requirement in the contract with

suppliers, assigned internal team member

to work with suppliers or dual sourcing

0.1 0.3

8 Inappropriate planning of

project scope, cost and

schedule.

0.3 0.9 Intensive communication with client, use

clear/trusted informations and deep

interaction with all resources.

0.3 0.3

9 Clients bankrupt 0.3 0.6 Financial and liquidity assesment before

sign the contract with client

0.1 0.6

10 Similar events 0.5 0.5 Check and report about other important

events happen before choosing the date of

event

0.1 0.5

11 Inaccuracy of choosing

human resources

0.4 0.6 Hire experienced people for human

resources department or using

outsourcing service

0.4 0.2

12 Accident 0.4 0.6 Apply Health Safety Environment

procedures and Insurances for workers

0.2 0.2

13 Technical problems

(electricity, sound systems,

etc)

0.3 0.7 Periodic check should be applied and

spare equipments need to be provided in

case of broken

0.1 0.2

14 Equipments damaged in 0.3 0.7 Request Insurance in the contract 0.3 0.1


121

transportation

15 Communication skills with

external parties

0.3 0.7 Assign talented resources to deal with

external parties

0.3 0.2

16 Conflicts 0.3 0.7 Frequent communication and put trust in

relationship from the beginning until the

end of project

0.1 0.7

17 Cancellation from

performers

0.4 0.5 Confirmation check with performers in

D-1 and prepare alternative scenario

0.1 0.2

18 Inaccuracy of determining

organizational structure

0.4 0.4 Project organizational design controlled

by Project manager , Operation Manager

0.1 0.4

19 Partnership with suppliers

and external agencies

0.4 0.4 Use trusted suppliers that already had

partnership with the company in previous

projects

0.4 0.2

20 Complexity of technical

requirement

0.3 0.5 High selection of human resources

requirements to get competent workers

0.3 0.2

21 Bad weather 0.5 0.3 Provide information to customers about

weather forecast in the event

0.5 0.1

22 Layout dispute 0.2 0.7 Layout assesment and evaluation from

project site manager

0.2 0.3

23 Bad quality 0.3 0.4 Check and review contract with suppliers

about product specification or using dual

sourcing

0.1 0.4

24 Goverments regulatory. 0.3 0.4 Fix the negotiaton and deal with

goverment regulatory before project

execution

0.3 0.2

25 Theft 0.3 0.3 Tight procedure for security check up in

input/output point

0.2 0.2

Table 12- risk mitigation


122

1

4 3

2 5

6 7

8 9

10

12 11

16 15

14 13

17 19 18

20

21

22

24 23

25

0

0,1

0,2

0,3

0,4

0,5

0,6

0,7

0,8

0,9

1

0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1

Risk Mapping

P

IMPACT

7.8. RISK MAPPING : P = Probability before mitigation

I = Impact before mitigation

Pf = Probability after mitigation

If = Impact after mitigation

Figure 25- Risk mapping

Risk Mapping after mitigation

After applying mitigation, the risk probability and impact can be reduced as shown on figure

below.


123

1

2

4 3

5

10 7

8

9 6

19

25

17

14 25

16 13 23

11

20

21

22

18

15

12

0

0,1

0,2

0,3

0,4

0,5

0,6

0,7

0,8

0,9

1

0 0,2 0,4 0,6 0,8 1

Risk Mapping after mitigation

P

IMPACT

Figure 26- risk mapping after mitigation

7.9. MITIGATION COST All the mitigation actions imply cost which allow to reduce the potential cost from the risk if

occur. Therefore, it is important to evaluate the economical impact of mitigation actions.

Each mitigation cost and cost of risk after mitigation defined on the following table :

No Risk Mitigation action Cost of Risk Cost of

Mitigation

Cost of risk

after

mitigation

1 Dependency to

suppliers

Periodic follow up, work

progress controlled and use

bonus for acceleration plan

140,063.00

35,015.75

70,031.50

2 Lack of

coordination and

supervision

High level project controlled

by supervisor and request

periodic work progress signed

sheet

29,951.00

10,000.00

14,975.50


124

3 Late in marketing

activities

Accurate planning, schedule,

research and implementation

of marketing activities

245,324.70

4,520.00

122,662.35

4 Poor

communication

Assign professional and

creative team for

communication

114,356.00

14,011.60

57,178.00

5 Public interest Market research and maximum

effort on promotion and

campaign

359,680.70

18,531.60

143,872.28

6 Unclear policies

and procedures.

Provide some trainings about

policies and procedures

comprehension before project

execution

4,736.00

960.00

1,184.00

7 Late delivery order Request delivery on time as

the requirement in the contract

with suppliers, assigned

internal engineer to work with

suppliers or dual sourcing

51,200.00

12,800.00

25,600.00

8 Inappropriate

planning of project

scope, cost and

schedule.

Intensive communication with

client, use clear/trusted

informations and deep

interaction with all resources.

452,460.00

24,988.00

226,230.00

9 Clients bankrupt Financial and liquidity

assesment before sign the

contract with client

90,000.00

5,376.00

45,000.00

10 Similar events Check and report about other

important events happen

before choosing the date of

event

122,662.35

2,460.00

30,665.59

11 Inaccuracy of Hire experienced people for


125

choosing human

resources

human resources department

or using outsourcing service

40,072.00 3,000.00 10,018.00

12 Accident Apply Health Safety

Environment procedures and

Insurances for workers

20,036.00

1,000.00

5,009.00

13 Technical

problems

(electricity, sound

systems, etc)

Periodic check should be

applied and spare equipments

need to be provided in case of

broken

27,640.00

8,000.00

6,910.00

14 Equipments

damaged in

transportation

Request Insurance in the

contract

25,600.00

-

12,800.00

15 Communication

skills with external

parties

Assign talented resources to

deal with external parties

96,090.00

10,000.00

33,631.50

16 Conflicts Frequent communication and

put trust in relationship from

the beginning until the end of

project

25,000.00

1,000.00

6,250.00

17 Cancellation from

performers

Confirmation check with

performers in D-1 and prepare

alternative scenario

50,043.00

9,600.00

25,021.50

18 Inaccuracy of

determining

organizational

structure

Project organizational design

controlled by Project manager

, Operation Manager

20,036.00

5,000.00

5,009.00

19 Partnership with

suppliers and sub

contractors

Use trusted suppliers and

subcontractors that already had

partnership with the company

in previous projects

102,034.00

10,203.40

51,017.00


126

20 Complexity of

technical

requirement

High selection of human

resources requirements to get

competent workers

4,544.00

1,000.00

1,136.00

21 Bad weather Provide information to

customers about weather

forecast in the event

3,596.81

500.00

1,798.40

22 Layout dispute Layout assesment and

evaluation from project site

manager

1,760.00

500.00

440.00

23 Bad quality Check and review contract

with suppliers about product

specification or using dual

sourcing

51,200.00

12,800.00

25,600.00

24 Goverments

regulatory.

Fix the negotiaton and deal

with goverment regulatory

before project execution

1,920.00

200.00

960.00

25 Theft Tight procedure for security

check up in input/output point

10,000.00

1,000.00

2,500.00

Table 13- mitigation cost

7.10. CONTINGENCY FUNDING Contingencies are established to cover errors after mitigation actions. Quantitative analysis

performed to define proper amount of contingency funds to be allocated. Contingency funding is

not mitigation action as it covers partially the situation when a risk becomes an issue. These

partial proportion, cost of the risk and contigency cost are shown in below table :


127

No Risk Percentage Cost of Risk Contingency Cost

1 Dependency to supliers 40% 70,031.50 28,012.60

2 Inappropriate planning of project

scope, cost and schedule.

30% 226,230.00 67,869.00

3 Lack of coordination and

supervision

20% 14,975.50 2,995.10

4 Late incommunication data 50% 122,662.35 61,331.18

5 Poor communication tools 50% 57,178.00 28,589.00

6 Public interest 50% 143,872.28 71,936.14

7 Unclear policies and procedures. 10% 1,184.00 118.40

8 Late delivery order 10% 25,600.00 2,560.00

9 Clients bankrupt 10% 45,000.00 4,500.00

10 Similar events 10% 30,665.59 3,066.56

11 Inaccuracy of choosing human

resources

40% 10,018.00 4,007.20

12 Technical problems (electricity,

sound systems, etc)

10% 6,910.00 691.00

13 Equipments damaged in

transportation

30% 12,800.00 3,840.00

14 Communication skills with

external parties

30% 33,631.50 10,089.45

15 Conflicts 10% 6,250.00 625.00

16 Cancellation from performers 10% 25,021.50 2,502.15

17 Inaccuracy of determining

organizational structure

10% 5,009.00 500.90

18 Partnership with suppliers and

sub contractors

40% 51,017.00 20,406.80

19 Complexity of technical

requirement

30% 1,136.00 340.80

20 Bad weather 50% 1,798.40 899.20


128

21 Layout dispute 20% 440.00 88.00

22 Bad quality 10% 25,600.00 2,560.00

23 Goverments regulatory. 30% 960.00 288.00

23 Accident 20% 5,009.00 1,001.80

23 Theft 20% 2,500.00 500.00

Table 14- contingency funding

Risk reporting and review:

This phase conducted for making identification, analysis, and planning for newly arising risks.

During the project running, project manager and risk assessor do reanalysis of existing risks

which new information may become available. Another objectives are to have monitoring of

trigger conditions, residual risks and evaluating risk response actions.

This is a sample of risk reporting and review tool which used to provide detailed information on

mitigation actions.

*Risk action report

N

o

Ri

sk

Risk

impact

before

mitigat

ion (A)

Risk

impact

after

mitigat

ion (B)

Mitigat

ion

action

descrip

tion

Respons

ible

Beginn

ing

Date

Endi

ng

Date

Status

(Ongo

ing /

Close

d)

Expec

ted

Cost

(C)

Net

Bene

fit

(A-

B-C)

Comm

ents

1

-

2

3

4

Table 15- rsk action report


129

Time risk management.

During the project execution, time risk management should be applied in order to monitor

achievement of project goals. As with Gantt charts, the Critical Path Analysis (CPA) or the

Critical Path Method (CPM) help to plan all tasks that must be completed as part of the project.

Critical Path Analysis formally identifies tasks which must be completed on time. In order to

manage time risk, we’ll compare Critical Path Analysis and PERT analysis since its a variant of

CPA that takes a more skeptical view of the time needed to complete each project stage.


130

8. PROJECT CONTROL

Figure 27- Control circle

8.1. PROJECT PHASES

For developing the project it is important to develop good communication among different

teams. The Project Manager is the person in charge of controlling the information and redirects

it to the correct area. It is also important that he has a systematic view of all project phases,

filters and analyze together with the team members to get the best possible output.

With controlling and reporting activities we are letting the customer to perform some slight

changes if necessary, that are not affecting so much the overall workflow and the overall budget.

At this stage some re-planning and re-negotiating activities can be performed is necessary. But

they need to respect the Time and Budget constraints. Both these activities are recurring tasks of

the Project Manager. They are performed after the main phases are accomplished.

Project control & Reporting progress to the customer will be carried out through meetings and

mainly through reports communications:

- Start meeting in the beginning of the project itself

- End meeting which will be carried out at the end of our project for reviewing the overall

work done, to receive feedbacks, to share opinions and to exchange formalities

The Project Manager will be in charge of having regular meetings with the client informing the

progress and changes. The frequency of these meetings could change if there are some important

issues that need to be checked.


131

- After each phase of the project there will be a meeting with all the Team members, to

implement clients changes (if there are some) during the next phases.

8.2. DOCUMENT CONTROL

Document control and management is vitally important for our organization. It provides the

means to share the correct information at the right time.

With all the previous experience of our company, the document control team members have the

ability to work with program managers, during all project phases. To support project document

management and processes including request for Information, submittals, field clarification and

payment requests; develop and document procedures.

8.3. COST CONTROL

The Finance team is going to prepare cost reports used to monitor costs, across all the project

and in all phases. Responsible for tracking project expenses according to budgeted and

contracted amounts is the Project Manager. Team members can support contract and change

management, manage the change process by evaluating, reviewing and analyzing the

contractor’s change order requests.

8.4. SCHEDULING

In a project controls schedule, implementation and schedule management capacity during all

project phases is mandatory to evaluate schedule updates; implement schedule controls tools and

processes including WBS development, schedule baselines, manage project reporting.

Team leaders are going to provide time tables (milestones) for each activity that has to be done

by the team:

Delegate servicing Team

- Planning Delegate servicing activities from 01/01/2014 till 01/08/2014

- Reach agreement for visas by the end of April 2014

- Reach agreement with Health Centers and main contracts until August/2014

- Make more than 5 meetings with all CC functions until 01/07/2014


132

HR Team

- Planning HR activities till 01.08.2014

- Organize work orientation till 01.09.2014

- Applying online informational platform till 15.06.2014

- Meetings with vice presidents of each team till 15.09.2014

- Placement the employees for certain job till 01.07.2014

Logistics Team

- Planning Logistics activities from 01/09/2014 till 15/09/2014

- Reach agreement with 2 transportation Companies by end of July 2014

- Reach agreement with Travel agency by 15/08/2014

- Reach an agreements with 2 airline companies by the end of July 2014

Information Technology systems Team

- Web site release: 01/07/2014

- Database release: 01/07/2014

- Support and maintenance: from 01/09/2014 till 10/09/2014

- Inventory report: 12/09/2014

Communication Team

- Report structure: 02/04/2014

- Final documentation: 15/09/2014

- Attendants confirmation: 09/04/2014

- Lectures confirmation: 14/04/2014

Special Events Team

- Planning Special Events activities according to customer’s requirements;

- Gathering all of the needed approvals until 23.05.2014;

- All of the deliveries being done on time;

- Events’ monitoring is being performed well;


133

Finance Team

- Getting budget approval before 22.05.2014;

- Appropriate allocation of costs;

- Accurate accounting on the venue;

- Accurate tracking of the payments;

- Precise cash management

To maintain a strict control over the scope of the project, regular meetings with all the

department heads of the Event have been incorporated into the WBS, which are crucial to the

completion of the project. They assess the actual scenario of the work-packages completed and

provide a real picture of the progress of the project.

Regular performance reviews would be done in order to check that the status of each phase,

reporting, progress measurement and forecasting. Owing to the time-bound nature of the project,

maintaining and sticking to the strict timescales is crucial to the success of the project.

It is the responsibility of the project management team to manage scope and manage any

changes which have been made to it during the whole duration of the project.

The project control will be generally implemented on the milestones, which are the main points

for control. Nevertheless, we assume that this kind of control will not be required in the Cost

Schedule Control System, as previously stated, will be carried out on the milestones and it will

give out a clear picture of the project performance with some potential measures for improving

it.


134

9. RESOURCE MANAGEMENT

The resource management part will show us a summary of the overall usage of resources and its

distributions by phases, departments, the workloads, cumulative values and etc., important for

the realization of the project. We consider the fact, that resources are scheduled in the most

appropriate while during the developing of the project.

Looking at the project, we can observe that most of the structures have one or two main phases

while in one is inevitable the third phase. These periods are characterized by different usage of

work and different types of work executed.

- Phase one/ organizational phase- the period from the beginning of the project until the

pre study tours. The organization of the congress is done and everything connected to

this.

- Phase two/ congress phase/ on site structure- pre study tours, congress and post study

tours are executed. All of the functions have specific obligations connected to the

successful passing of the venue.

- Phase three/ post congress phase- some reports for the event are created and

communicated.

Figure 28- work allocation by departments

14%

14%

8%

15%

35%

8%

6%

SE structure

Logistics structure

ITS structure

HR structure

DS Structure

Finance structure


135

As we can see from the graphic the highest percentage of working is for the Delegate Service

structure. Consequently, it is very important how their work process will be organized.

Secondly, all of the other departments have to be ready to assist to Delegate Service in case of a

need so that the project can be successful.

Figure 29- resource work availability

Analyzing the graphic, we understand that all of the departments did not have work overloading.

Even, their remaining work availability is a big percentage. Consequently, all of the activities

are supposed to be done on time and in case of a need the assistance from another department to

be executed immediately. Possible reason for this work load is the presence of big teams- there

is more than one team responsible for a specific task. This gives the opportunity teams to work

simultaneously on different projects, to be covered all of the employees shortages and lowering

the working hours as the cost of the project. However, different staff has different skills, so the

flexibility of the operating team is increasing.

On the other hand, not always the better solution is the bigger team. Sometimes this is due to

inappropriate resource allocation. But having in mind the size of the congress, definitely our

0

10000

20000

30000

40000

50000

60000

Q1 Q2 Q3

2014

Work

Resource Work Availability Report

Work Availability Work Remaining Availability


136

decision for bigger group is not inappropriate resource allocation or due to lack of skills. On the

contrary, it is a possibility giving us the option for better release of the project.

To give more clear view of the situation, we are going to present the S- curves for the cost of the

task usage.

Figure 30- S- curves for the cost of task usage

Considering the shape of the graph, we can conclude that the highest cost is in the end of the

period. Actually, this is the execution phase of the project- the venue. In this phase all of the

departments are working simultaneously, the level of work is the highest (having in mind

whether teams are working together). Another reason is actually this is the execution of the

planned tasks- not just their organizing. So a stronger synergy between the teams is established.

Also, it is normal huge payments to be done in that stage due to its nature. The type of the

project suggests that this is a normal distribution of the S-curve. The consequences of the tasks

cannot be change and anything cannot be done the shape of the curve to be changed to more

similar to “s”.

0

50000

100000

150000

200000

250000

Wee

k 1

4

Wee

k 1

6

Wee

k 1

8

Wee

k 2

0

Wee

k 2

2

Wee

k 2

4

Wee

k 2

6

Wee

k 2

8

Wee

k 3

0

Wee

k 3

2

Wee

k 3

4

Wee

k 3

6

Wee

k 3

8

Q1 Q2 Q3

2014

Cumulative Cost

Cost


137

10. Cost estimation In order to determinate all the cost connected within our project we did the cost estimation, as it

is divided by 3 parts: equipment costs, human resources costs and all work packages divided by

activities costs. To provide information and detail the data below is presented with different

tables and charts and also can be seen in the Microsoft Project document. The prices are from

Egyptians market and they are converted into Euro.

10.1. EQUIPMENT COST We are already existing company with a lot of experience in congresses and seminars. We have

the basic equipment, so in the following tables are presented only goods that will be cost,

because of this specific project for The Coca - Cola Company or they are required things that we

will use only during the congress by employees and also from participants and representatives of

The Coca- Cola Company.

Equipment costs are made after a though research and also exchanging emails with different

suppliers. According to the information gathered and on the base of the pricing lists, we decided

that the most suitable option is to buy all of the equipment from Cairo and ship them to Sharm

by renting a truck. The cost of the shipping of all equipment is included in the logistics work

packages in table 4.

The most of the equipment that we need are office goods for all departments and also congress

delegates. We will provide national flags of all the country which going to be used during the

special events and workshops and also uniforms only for employees with needed one special for

the conference.


138

Equipment Quantity Unit Cost (€) Estimated Price (€)

Pens 1200 0,30 € 360 €

Branding Pencils 1000 0.25 € 250 €

Markers 300 1,25 € 375 €

Sticky notes 250 2,49 € 622,50 €

Paper (per package) 100 3,49 € 349 €

Cardboard (per package) 100 3,00 € 300 €

Branding Folders 1100 1,89 € 2079 €

Envelops 250 0,20 50 €

Plastic Name Badges 1000 1,79 € 1790 €

Flash Memory USB 207 5 € 1035 €

National flags for each

countries

200 15 € 3 000 €

Giveaways for each country 200 20 € 4 000 €

Software license 1 100 € 100,00 €

IT Server 1 500 € 500 €

Uniforms for all departments

needed

50 40 € 2 000 €

TOTAL 9 810 €

Table 16- Equipment costs

10.2. HUMAN RESOURCES COSTS / LABOR COSTS

To find out the human resources cost we use the Microsoft Project software. In the presented

data in Table 17 Human Resources Cost, are calculated by hourly cost of each project team

member and the total number of working hours. The hourly wage depends on the position of the

employee and it’s based on hourly wage in similar international projects in Egypt according to

our research, the full information for every position in each department is in the Microsoft

Project file. In the Table 17 is shown the average €/h. The budget for all salary is 217 675.74

Euro, it is calculated as we multiply the average salary per hour for all working hours of each

department.


139

N Department Number

of

employees

Average

€/h

Total

working

h

TOTAL

Salary

Budget

Salary

1 Logistics 12 23 2648 60 600,00 60 904,00

2 Delegate Service 29 21.2 3408 69 960,00 72 250,00

3 Special Events 26 13,27 776,77 8 113,44 10 307,74

4 IT 4 25 552 13 800,00 13 800,00

5 Human Resources 10 22,5 1984 42 220,00 44 640,00

6 Communication 3 23 480 11 040,00 11 040,00

7 Finance 12 9.88 479,15 4 631,34 4 734,00

TOTAL 96 210 364,78 217 675,74

Table 17- Human Resources Cost

Figure 31- Number of employee Figure 32- Budget Salary by departments

On the charts above are presented the number of employee divided by departments (Figure 31)

and also the salary’s budget by different departments (Figure 32).

Logistics 13%

Delegate Service

30%

Special Events

27%

IT 4%

HR 10%

Communication 3%

Finance 13%

Number of employees

LogisticsDelegate ServiceSpecial EventsITHRCommunication

Logistics 28%

Delegate Service

33%

Special Events

5%

IT 6%

HR 21%

Communication

5%

Finance 2%

Budget Salary

Logistics Delegate Service

Special Events IT

HR Communication

Finance


140

10.3. COSTS OF WORK PACKAGES

Total cost of all seven work packages is 2 318 524.74 € in this sum are included the labor cost

from table 17 and all the other cost presented in Table 19.

The table below contains data for the seven departments that are working on the project and

have specific costs. Information for total cost of each department is the sum of the labor cost of

table 17 and specific costs of the departments of table 19.

N Department Cost of WP Labor Cost Total Cost in €

1 Logistics 261 250,00 60 600,00 321 850,00

2 Delegate Service 1 824 800,00 69 960,00 1 894 760,00

3 Special Events 4 400.00 8 113,44 12 513,44

4 IT 3 600,00 13 800,00 17 400,00

5 Human Resources 7 560,00 42 220,00 49 780,00

6 Communication 6 000,00 11 040,00 17 040,00

7 Finance 550,00 4 631,34 5 181,35

TOTAL: 2 318 524,74 €

Table 18- Costs by departments

In the chart below is shown by per cents the total cost divided by departments. As it is presented

by the data, the delegate service has the biggest part, because of the booking the

accommodations of all participants and employees. The smallest budget for salary is required by

finance department.


141

Figure 33- Cost by departments

N Department/ Team/ Activity Costs

1. Logistics 1.1. Sessions and Inventory

1.1.1. Transfer and storage of session material

-Rent a truck

-Rent a warehouse for 14days

4 000 €

1.2. Travel Agencies & Transportation

1.2.1. Flight tickets for The Coca - Cola Company delegates

from Cairo to Sharm and back + Airport pickups & Drop

offs

167 500 €

1.2.2. Flight tickets for employees from Cairo to Sharm and

back + Airport pickups & Drop offs

16 250 €

1.2.3. Rent a truck to remove and transfer all logistics from the

Congress and special event venues once activities are

over.

3 000 €

1.2.4. Rent a truck to ensure shipping all the logistical Materials

from Cairo to Sharm and back

2 000 €

1.2.5. Organize transportation for Special Events

-rent a bus for the guests and ICO staff

-rent a cars

34 000 €

1.2.6. Site visits to all congress and special event venues prior

to the start of the Congress (20 people)

5 500 €

Logistics 13,88%

Delegate Services 81,72%

Special Events 0,54% IT

0,75% Human Resources

2,15% Communication 0,73%

Finance 0,22%

Total Costs by Departments

Logistics Delegate Services Special Events IT

Human Resources Communication Finance


142

-Hotels per 1 night

-Transportation

1.2.7. Contracts with companies:

-DHL

-Travel agency and est.

1 000 €

1.3. Courier, Logistical materials & Merchandise

1.3.1. Global partners giveaways for each country 4 000

1.3.2. Merchandise from different suppliers 2 000

1.3.3. CI logistical requirements during congress & pre-meeting 3 000

1.3.4. Onsite visits for part of our employees before the

congress

-Hotel

-Meals

-Transportation

19 000

2. Delegate Service 2.1. Legal Issues

2.1.1. Pre, during and post congress meetings :

- renting a room for organizing the daily activities

(briefing) for 14 days

2000 €

2.1.2. Visas requirements 15 000 €

2.1.3. Contracts with companies :

- First Aid

- Travel Agencies

- Hotels ets.

3 000 €

2.2. Coordination & Communication

2.2.1. Building a communication channels between DS team 5 000 €

2.3. Travel & Accommodation

2.3.1. All the facilities that DS Team will use during their work

- Paper, pens, folders, ets

3 000 €

2.3.2. Travel insurances 6 000 €

2.3.3. Study tours:

- Bus

- Guide person

Before and after the Congress (optional for each

delegate)

5 000 €

2.3.4. Booking 4 stars hotels + 3 meats a day of The Coca -

Cola Company participants during the congress

1 650 000,00 €

2.3.5. Booking accommodations of the employees 135 800 €

3. Special Events 3.1. Analyzing Team

3.1.1. Office materials (pens, paper, folders) 100 €

3.2. Accounting Team


143

3.2.1. Materials (paper, pens, envelops) 150 €

3.2.2. In case of mismatch in the planned allocation and real

one, to take preventive actions; to communicate the

mismatch to the Vice President Special Events and Vice

president Finance.

500 €

3.3. Courier

3.3.1. Rent a truck, in order to deliver the needed facilities in

time on the place and back for all special events

2 000 €

3.4. Craftsman

3.4.1. Instruments and tools 500 €

3.4.2. In case something breaks down- the craftsmen team

should repair it immediately

500 €

3.5. Quality control team

3.5.1. Instruments and tools 500 €

3.6. Delivery Team

3.7. Special Events Team

3.7.1. Office materials, agenda for the special events 150 €

4. IT 4.1. Web development

4.1.1. Licenses 100 €

4.2. DBM

4.2.1. Server 500 €

4.3. Infrastructure

4.3.1. Additional technical Equipment 3 000 €

5. Human Resources 5.1. Promotional & Selective

5.1.1. Martials for the meeting (paper, folders, pens, est.) 1000 €

5.2. Training & Development

5.2.1. Materials for the workshops 1 500 €

5.2.2. Uniforms for all department needed 2 000 €

5.3. Supportive & Human resources materials

5.3.1. Office materials for the lectures and workshops 1 000 €

6. Communication 6.1. Internal Communications Team

6.2. External Communication Team

6.2.1. Article in a Cairo newspaper for the congress 500 €

6.2.2. Printing brochure and other printed materials 2 000 €

6.2.3. The guests lectures for topics and workshop coaches and

hotels cost for them

3 500 €


144

7. Finance 7.1. Coordination of Planned Events Team

7.1.2. Materials such as pens, papers, calculators 150€

7.2. Budget Planning and Coordination Team

7.2.2. Office materials: paper, folders, est. 100 €

7.3. Cash Management Team

7.3.1. Materials papers, pens, printer ink 100 €

7.4. Payments check coordination Team

7.4.1. Office materials: pencils, envelops, est 100 €

7.5. Accounting Team

7.5.4. Office materials 100 €

Table 19- Costs by activities excluding the labor cost


145

11. FINANCIAL ANALYSIS

11.1. CASH FLOWS The aim of the financial analysis is to show us the profitability of our project. Also, we are

going to provide to our customer the cash out and in flows. We are taking into account few

possible scenarios for the payment. The one that is at most suitable for every side will be

chosen.

Project Cost:

TYPE OF COST COST

1. Budgeted labour cost 217 675,74

2. Budgeted equipment and material cost 12 000

3. Budgeted other costs (travels, meetings, rents, contracts,

negotiations, etc.)

2 100 000

TOTAL: 2 329 675,74

4. Mark- up (10%) 232 967,57

TOTAL PROJECT COST: 2 562 643,31

Table 21- Project cost

In this cost are included also all the costs for accommodation, visas, tickets, etc. for congress’

guests. Due to the contract we are a third- part player and we have the rights not only to make

contracts for our main customer but also to pay bills from his behalf.

CASH FLOWS:

The level of the cash outflows and cash inflows depends on:

- Contract with our client - The Coca-Cola Company - defines our cash inflows;

- Arrangements (travels, meetings, contracts and etc.) on the organizational and execution

phase of the conference, all of the money that should be paid according to our providers-

define our cash outflows.

All of the profits for the Project team are considered as cost for the client. As a consequence, the

Project Balance in the end of the project should be equal to zero instead of positive number.


146

ASSUMPTIONS FOR THE ANALYSIS:

- All of the costs are accrued equally during the work duration;

- All of the costs to the suppliers, contractors, etc. are paid in the moment of the collecting

of the delivery;

- Labor costs are paid equally every month.

11.2. PAYMENT SCENARIOS Considering the assumptions and different ways of payments from the client, we define the

following scenarios:

SCENARIO 1:

- Prorated- equal during the whole project:

Month April 2014 May 2014 June 2014 July 2014 August

2014

September

2014

Payment 427107,22 427 107,22 427 107,22 427107,2 427107,22 427107,22

Table 22- Data about scenario 1

SCENARIO 2:

- Down payment- 30 % are distributed in the beginning of the project. The other amount is

paid every month on the prorated basis.


2014

September

2014

Payment 698902,7

326154,6

326154,6

326154,6

326154,6

326154,6


SCENARIO 3:

- Milestone based- every single payment is done according to a milestone in the project.


147


2014

September

2014

% of the

amount

10% 50% 20% 15% 5% 0%

Payment 232 967,6 1164838 465 935,2 349541,4 116 483,8 0


SCENARIO 4:

- Down payment and milestone- 50% of the amount are distributed in the beginning of the

project. The other amount is paid every month according to the distribution of the other

parts of the milestones during the project

Month April May June July August September

5 of the

amount

10% 50% 20% 12% 6% 2%

Payment 232 967,6 1 164 838 465 935,2 344 430,5 172 215,3 57405,09


These are the 4 options that we are providing to our customer- The Coca - Cola Company. The

choice of an option is done considering the schedule of the cost, the availability of resources, the

recommendations of the Project team and the result of the financial analysis.

11.3. RESULTS

Figure 34- Cash inflows according to the different scenarios

0

200000

400000

600000

800000

1000000

1200000

1400000

Scenario 1

Scenario 2

Scenario 3

Scenario 4


148

From the graphic we can easily see where the peaks in the cash inflows are, and how they are

distributed during the project period. However, this comparison is not enough to be chosen an

appropriate scenario for the payments. Consequently, we are going to compare also the cash

outflow

Cash Outflow

Month Labor cost Avg. Material/

Equipment cost

Avg. Other costs Total

April 20 852, 8 2000 188279,29 190279,29

May 19 290,64 2000 585349,1 606 639,74

June 20 637,64 2000 585349,1 607 986,74

July 12 240 2000 585349,1 599 589,10

August 5 240 2000 585349,1 592 589,10

September 82 891 2000 188279,29 273 170,29

TOTAL: 2481975

Table 26- Cash outflows

This table is showing the monthly distribution of the cash flows, taking into account their

different type.

CASH OUTFLOW AND CASH INFLOWS COMBINATIONS:

Table 27- Data about cash outflows and cash inflows according to scenario 1

Month Cash Inflow Cash Outflow

April 427107,22 140279,29

May 427107,22 656 639,74

June 427107,22 657 986,74

July 427107,22 649 589,10

August 427107,22 592 589,10

September 427107,22 173 170,29


149


April 698902,7 140279,29

May 326154,6 656 639,74

June 326154,6 657 986,74

July 326154,6 649 589,10

August 326154,6 592 589,10

September 326154,6 173 170,29


Figure 35- graphic of the comparison of cash outflows and inflows in scenario 1 distributed

monthly

0

100000

200000

300000

400000

500000

600000

700000

Cash Inflow

Cash Outflow


150


monthly


April 232 967,60 140279,29

May 1 164 838 656 639,74

June 465 935,20 657 986,74

July 349 541,4 649 589,10

August 116 483,8 592 589,10

September 0 173 170,29


0

100000

200000

300000

400000

500000

600000

700000

800000

Cash Inflow

Cash Outflow


151


monthly


April 232 967,60 140 279,29

May 1 164 838 656 639,74

June 465 935,2 657 986,74

July 344 430,5 649 589,10

August 172 215,30 592 589,10

September 57 405,09 173 170,29


0,00

100 000,00

200 000,00

300 000,00

400 000,00

500 000,00

600 000,00

700 000,00

Cash Inflows

Cash Outflows


152


monthly

From the graphics we can see that the first three scenarios do not allow us to cover the payments

for the following months. Though, another important moment is the project balance and without

it we cannot conclude about the optimal scenario.

11.4. PROJECT BALANCE Here is all of the data for the Project Balance.

Scenario 1

Month Cash Inflow Cash Outflow VAR flow Project Balance

April 427107,22 140279,29 286827,93 286827,9

May 427107,22 656 639,74 -229532,52 114660,96

June 427107,22 657 986,74 -230879,52 -93286,368

July 427107,22 649 589,10 -222481,88 -334425,5216

August 427107,22 592 589,10 -165481,88 -566792,5059

September 427107,22 173 170,29 253936,93 -426214,0771


0,00

200 000,00

400 000,00

600 000,00

800 000,00

1 000 000,00

1 200 000,00

1 400 000,00

Cash Inflow

Cash Outflow


153

Figure 39- graphic of the comparison of the project balance in scenario 1

scenario 2


April 698902,7 140279,29 558623,41 558623,4

May 326154,6 656 639,74 -330485,14 339862,94

June 326154,6 657 986,74 -331832,14 76003,388

July 326154,6 649 589,10 -323434,5 -232230,4344

August 326154,6 592 589,10 -266434,5 -545111,0213

September 326154,6 173 170,29 152984,31 -501148,9155


-700000

-600000

-500000

-400000

-300000

-200000

-100000

0

100000

200000

300000

400000

Scenario 1


154


scenario 3


April 232967,60 140279,29 92 688,31 92688,3

May 1164838,00 656639,74 508 198,26 619424,22

June 465935,20 657986,74 -192 051,54 551257,524

July 349541,40 649589,10 -300 047,70 361461,3288

August 116483,80 592589,10 -476 105,30 -42351,70544

September 0,00 173170,29 -173 170,29 -223992,3365


-800000

-600000

-400000

-200000

0

200000

400000

600000

800000

scenario 2


155


scenario 4


April 232967,60 140279,29 92688,31 92688,3

May 1164838,00 656639,74 508198,26 619424,22

June 465935,20 657986,74 -192051,54 551257,524

July 344430,50 649589,10 -305158,60 356350,4288

August 172215,30 592589,10 -420373,80 7246,71456

September 57405,09 173170,29 -115765,20 -107069,1425


-300000

-200000

-100000

0

100000

200000

300000

400000

500000

600000

700000

Scenario 3


156


From all of the graphics and data we can see that the project is always negative in the last

month. In scenario 1- Prorated, we can see that the months in which the project is positive are

less than the negative. Also, this initial amount is not enough to cover the following

expenditures. On the other hand, this method is at most appropriate for accounting.

Scenario 2- Down payment- the graph looks almost balanced but the negative balance is in the

second part of the project. Since it is almost balanced, consequently the earned money are not

enough the cover the following expenditures.

Scenario 3- Milestone based-the graphic is with negative end but the positive balance in the

other part of the graphic is enough to cover the following period.

Scenario 4- Down payment and milestone- the graphic shows that most of the time the project is

positively balanced. Moreover, negatively balanced period is very small. All of the expenditures

in the negatively balanced period can be easily covered due to the big positive period. All things

considered that according to our team this is the most suitable scenario.

-200000

-100000

0

100000

200000

300000

400000

500000

600000

700000

Scenario 4


157

11.5. NET PRESENT VALUE Net Present value is an important indicator that shows the feasibility of the project. In order to

calculate it, we assume that r=10% per month. The computation for NPV is done for scenario 4.

If NPV is bigger than zero, then our projected is feasible. If NPV is less than zero, our project

needs a change to become feasible and it is not accepted.

Month Investments R NPV

1 232967,60 0,1 2089027

2 1164838,00

3 465935,20

4 344430,50

5 172215,30

6 57405,09

Table 35- Data about NPV


158

12. PROJECT CLOSEOUT

The last part of our project is the closeout. The closure of the international Coca Cola Congress

in Egypt involves a series of activities described in the WBS. The purpose of this chapter is to

assess the project and to show what we learn during it and also the good practices for future

projects of our company.

In order to assist conceptual development, first thing that we should do is collecting historical

data from previous projects. To evaluate the current project we should take in mind our work

during the previous ones and to understand potential problems of the project, also to identify the

trends in these kinds of conferences.

For the project manager is easier to plan and organize new projects on the base of the collected

data from past projects. The gathering of all the information in the project is responsibility of the

administrative employees of several departments in the company, as it includes documentation

and personal participation for all the project phases.

Another important and integral part of the project closeout is the report. The project closeout

report will be generated at the end of the project itself. As during the writing it, will be realized a

couple of formal closeout meetings attended by all vice presidents of each seven teams in order

to analyze and debrief the events of our already finished project.

Moreover in the meeting all vice presidents of each team will have an opportunity to share the

personal experiences of their teams and some other future suggestions on managing similar

projects. The main points that will be included in the project report are the overall success of the

project, the organization of the projects, the evaluation techniques, the project strengths and

weaknesses and the project team recommendations.


159

13. CONCLUSION

In conclusion we can say that our project “Coca- Cola Annual Congress” will be successful,

performed without any delay and The Coca - Cola Company will be satisfied of the work we did

to organize their biggest annual event. The project will finished at 15 September 2014, a few

days after the end of the conference, taking into account its early beginning in April, taking a

complete amount of time of 22 weeks and using an estimated budget of 2 318 524, 74 euro and a

possible over budget of 232 967,57.

According to the project we have done, the National Coca Cola Congress has fixed dates from 1

September 2014 to 11 September 2014, so we must be very strict with death lines, because it is

not possible to extend it.

For managing the project on the best way and planning step by step every action and activity,

every member worked on different department and together as a team we develop the specific

topics as a scope statement, bidding, cost estimation, Gantt chart and etc.


160

14. APPENDIX

14.1. BIDDING


161


162

1. General information about Egypt


163

2. Visa Requirements

Visa Procedure at the airport: The visa is simply a stamp (like a mail or postage stamp) that you buy from the visa office, at

the port of entry just before the immigration booth. The visa will cost you around $15 and after

buying it; you just stick in any empty page on your passport. Once you have bought your visa

you then stand in line to get your passport stamped by the immigration officer.

Visa Procedure at the consulates and Embassies of Egypt: A valid passport for at least 6 months, and a blank page to stamp the visa One passport-size photo Completed Egypt visa application form Visa fee (cash, money order or Certified Check)

Visa Requirements by Country:

To find out more information for a specific country and the price for the visa, you can check the

following links: http://www.doyouneedvisa.com/list/ http://www.mfa.gov.eg/english/ http://www.ask-aladdin.com/visas_and_passports.htm

In the table below is provided information for the fees of entry visa in countries all over the

world. To be easy for our clients to orientate for their own country, the fees are given into the

currency of the country.

Fees for Entry Visa at some Egyptian Consular Missions Abroad:

Country Single Entry Multiple Entry

Argentina $18 US $23 US

Australia $35 Aus $42 Aus

Austria 20 Euros 15 Euros

Belgium 15 Euros 30 Cr$

Brazil 25 Cr$ 31 $Cr

Canada 25 $c

Cyprus (Cypriot Nationals) 8 Pound 14 Pound


164

Cyprus (Other Nationals) 12 Pound

Denmark (Danish Nationals) 132 Kr 240 Kr

Denmark (Other Nationals) 188 Kr 220 Kr

Finland (Finnish Nationals) 100 Mk

Finland (Other Nationals) 140 Mk 175 Mk

France 15 Euros 15 Euros

Germany (German Nationals) 15 Euros

Greece 4,300 Dr 5,100 Dr

Holland 35 Euros 45 Euros

Indonesia 45,000 Rp 60,000 Rp

Ireland 16,5 Pound 20,5 Pound

Italy 15 Euros 15 Euros

Japan 5,500 Yen 7,000 Yen

Malaysia 46 Ringet 57 Ringet

Norway (Norwegian Nationals) 30 Kr

Norway (Other Nationals) 180 Kr 215 Kr

Russia (Russian Nationals) 53,000 Rub

Russia (Other Nationals) 85,000 Rub

Singapore 46 S$ 58 S$

South Korea 15,000 W 20,000 W

Spain 15 Euros 15 Euros

Sweden 170 Kr 220 Kr

Switzerland 50 SF 60 SF

United Kingdom 15 Pound 18 Pound

United States (US Nationals) $15

United States (Other Nationals) $18 $23

Table 1. Fees for Entry Visa

3. Currency Exchange Rate

The Egyptian Pound is the currency of Egypt. The currency code for Pounds is EGP, and the

currency symbol is £. The present rate form data 10.06.2014 for 1 Euro is 9.69 EGP.

To check the exchange rate in your country you can visit:

http://coinmill.com/EGP_calculator.html#EGP=1 and to calculate there.

http://coinmill.com/EGP_calculator.html#EGP=1


165

4. Traveling in Egypt into account the political situation

Travel in Egypt In general, Egypt is a safe country to travel. Egyptians are very friendly - if you are in need of

assistance they will generally try to help you as much as they are able, more than any one

imagine. For example, if you take a taxi from Cairo to Alexandria, you will be stopped at a

checkpoint before leaving Cairo. They will ask where you are going, and communicate with the

checkpoint at Alexandria to make sure you reach your destination within a certain time period.

The same goes for most trips into the desert. During different branches of your drive, you may

be escorted by local police. They will travel to your destination with you, wait around until you

are finished, and usually stay behind at one of the next checkpoints. There are also several

checkpoints from Cairo to Sharm El Shiekh when traveling by coach. Military officials get on

the coach and check passports.

Sharm El-Sheikh The situation the tourists having at Sharm El Sheikh remains calm, according to the British

Foreign Office. It is important to note that a very big advantage that Sharm holds over the rest of

the country is that it is under the jurisdiction of the UN and is hence constantly secured and

protected. http://travel.state.gov/travel/cis_pa_tw/cis/cis_1108.html Sharm El-Sheikh as a city, wasn’t affected by the revolution at all, there was no actions or

protests at this city in particular because of the low number of citizens in addition that tourism is

the citizens’ only income. Regardless of that, the city was concerned about the revolution

reaching there, but it didn’t at the end of the day.

5. Medical facilities

There are 3 main hospitals in Sharm El-Sheikh. In case of emergency we have a contract with

Sharm El Sheikh International Hospital.

Address: El Salam Rd. Landmark: Beside Delta Sharm Village El Nour District, Sharm El Sheikh Tel: 069-3660895, 069-3660893, 069-

3660894


166

Operational since 1997, Sharm-el-Sheikh International Hospital, is a modern 24-hour huge

medical facility with a 30-bed emergency rooms and 160 standard hospital bed capacity. More

than 60 highly-qualified Health care consultants are on call or resident at the hospital. All

doctors have an excellent command of either English, French, Italian, German or Russian.

Besides the various highly professional medical specialties served by the hospital, the dental

department is very distinguished. Given the exorbitant dental care costs elsewhere in the world,

it may be a good idea to visit the dental clinic in Sharm-el-Sheikh during your visit. Be assured

that you will get excellent service for about a tenth of what you would pay at home.

In Addition Sharm El Sheikh has the following Medical Facilities and Hospitals:

Hospital and Clinic

Address

1st.caredental clinic Hay el Nour in front of delta sharm, Sharm El Sheikh

Ambulance

&Emergency

Dahab City,Dahab, 46617

Dahab

CleopatraMedical Center

Dr. Adel Ibrahim DeltaSharm,office 238,Sharm El Sheikh,

46619

Dahab Hospital Dahab City Close tothe City Councel,Dahab, 46617

Dr. Nabil Barsou Hadaba, SharmEl Sheikh, 46619

DrEkramy

MedicalCenter

Dahab City, Dahab, 46617

& Pharmacy

DrSherif SalahClinic

Dahab City HiltonHotel, Dahab, 46617

(Hilton Hotel)

Dr.AhmedSadekMedi

cal

Dahab City,Dahab, 46617

Center

El Nour Clinic Peace Rd,Hay El Nour, Sharm El Sheikh

Hyperbaric Medical Sharm El Mina,Infront of Travco Jetty,Sharm El Sheikh

Center

Marina

DentalClinic Peace Road,Hay El Nour, Sharm El Sheikh


167

Medi Clinics Villa 24, Peace Rd,Hay El Nour

Novotel

BeachClinic Novotel, Naama Bay, Sharm El Sheikh

Sharm DentalClinic Dr. H El SharkawyMall 8, SharmEl Sheikh, 46619

Sharm El

SheikhCentral Sharm El Maya,Sharm El Sheikh

Table 2. Medical Facilities

6. Accessibility by Partners and Guests and Means of Transportation

The information below is devided by two options. The first one is going and spending time in Cairo

and the other one is everythng for the transportation in Sharm El Sheikh.

6.1. Cairo Get in: Flights: Cairo International Airport is the second busiest airport in Africa with direct flights to and from 111 Destinations around the world in 53 Countries, in addition to the indirect flights. Get Around: Metro/Rail Cairo is home to Africa’s first and most expansive Rail Network. The metro system, with the new

third line to be opened early in 2012, cover several key areas of Cairo. The rate is a flat rate of 0.15

Euros (1 EGP). Taxi A new national taxi project has been in launched in 2010, new modern sedans fitted with digital meters and run on natural gas cover all areas in Cairo.

6.2. Sharm El Sheikh Get In:

Flights: Sharm el-Sheikh International Airport is the second busiest airport in Egypt after Cairo International Airport. In 2009, the airport served 7,430,940 passengers. Guests have the option of either: o Flying directly to Sharm El Sheikh: 65 International and local Airlines have regular and seasonal flights direct to Sharm El Sheikh. For the full list of the Airlines follow this link:

http://en.wikipedia.org/wiki/Sharm_el-Sheikh_International_Airport Flying from Cairo to Sharm El Sheikh:


168

Flights from Cairo to Sharm El Sheikh cost approx. 60 Euros with a duration of 45 minutes.

There is an average of 7 flights per day per direction between Cairo and Sharm El Sheikh

Bus: Guests can reach Sharm El Sheikh by bus from Cairo using any of the several national and private transportation companies, some providing VIP Busses. The trip is 450 km with an average duration of 5 to 6 hours.

The prices of the tickets vary according to the class, average is between 6.5 to 10 Euros.

Car: Guests can also reach Sharm El Sheikh by car or taxi. The trip takes 5 hours; however, it is very expensive, the price for the private car is approximately 50 to 60 Euros. Get Around:

Car 1 rented private limousine (4 Passengers) would be available throughout the congress and 1 day before and after for Congress Partners and guests to transport from the Airport to the Congress Venue, excluding special transportation arrangements to Congress Events In case of larger number of guests, 1 Minibus (14 Passengers) would be available for transportation

from the airport to the Congress venue, excluding the special transportation arrangements of

Congress Events Taxi:

There is a big fleet of modern taxis in Sharm El Sheikh. The trip from the airport to the venue takes 5 to 10 minutes and would cost approx. 4 to 6 Euros.

Bus: Mini busses are available with very cheap fares (0.5 to 1 Euros) to travel around the city, but cannot be used from the airport and are of low quality.

7. Structure and Analysis of the departments in ICO

Figure 1. Organizational structure of ICO

Project Manager

Delegate servicing

HR Logistics Communication IT Special Events Finance


169

In the table below is presented information for all seven departments in ICO.

Department Manpower

Distribution Job Roles

Delegate

Servicing 29

- Communication with delegates

- Overall responsible for all immigration related support

for delegates

- Working closely with the Ministry of Foreign Affairs

- Pre and Post Congress Study Tours

- Develop reception systems and work in close synergy

with the vice president of logistics

- Maintain delegate help desk during the congress,

provide assistance to delegates, being aware of all

relevant information

- Ensure all systems are in place for delegates’ needs

during the congress- health, personal, safety etc...

- Ensuring that each delegate goes back with an

unforgettable experience

Human

Resources 10

Creating HR structure for the CC team in coordination

with functional

Promotion and communication of opportunities on the

CC to the national and global network

Performance tracking and management pre and during

the

congress in co-ordination with the functional

Responsible for the HR allocation and coordination of

CC team on site

Logistics 12

Securing a partnership with an Airline Company

Responsible for securing partnerships with all of the

printing houses and stationeries.

Co-ordinate the overall transportation of all

stakeholders including the airport pickups process 3

days before day 0.

Handling all the affairs between the congress and all

respective ministries (Ministry of tourism and Ministry

of interior).

Partnership management with the travel agencies

(Delivery/Servicing, Partnership Enhancement and

Communication)

Planning all logistical activities before, during and

after the Congress.

Planning and allocation of all resources needed for the


170

delivery of the Congress.

Manage the communication with the transport

providers.

Coordinate the timely delivery of all logistical support

for all activities before and during the Congress.

Coordinate the removal and transfer of all logistics

from the Congress and special event venues once

activities are over.

Support in the identification and mitigation of risks.

Coordinate the allocation of break-out rooms and

session materials.

Coordinate the acquisition, transfer and storage of all

the session material, special events and congress

logistics in liaison with other teams.

Responsible for Delegate Insurance during the staying

period in Egypt.

Communica

tion 3

Inviting and servicing media for the congress and its

events.

Managing all the dimensions (print, paper, virtual etc.)

of the media and partnering with them.

Coordinating with speakers and invite them for the

events.

Handling the online promotion of the congress within

the delegates and other stakeholders.

Servicing the externals during the time of the congress

or event.

IT 4

Develop, Track and maintain the overall database of

social media subscribers and followers of the website

Liaison with Communication department on website

content

Registration Database Management

Overall responsible on raising IS Partners to cover IC

requirements ,Create and manage the team

development process.

Setting up and maintaining the necessary equipment

for: any kinds of internet connections, systems of any

kind to work (audio, video, other tech equipment)

Ensuring all the hardware works "Cyber Space

Computers, Network Switches and Routers" smoothly

& keeping order of it

Managing dry runs, plenary preparations


171

Special

Events 26

Overall Responsible for the organization of congresses

Special Events (Pre and Post Study tours)

Strong Co-ordination with Finance, Logistics, &

Communications for each of the special events.

Coordination of the venue and logistical requirements

of the events.

Delegating work to the teamsters.

Finance 12

Budget management

Finance team management

Coordination with other portfolios in CC

Cash management at the venue

Post congress damage fee management

Tracking fee payments

Smart card system management

Registration process at the venue: countries payments

checking

Pre and Post Study Tour payments tracking

Merchandise sales and pricing management

In-kind and revenue generation progress reporting and

tracking

Table 3. Jobs Roles

8. Proposed Venue

Option 1 - Maritime Jolie Ville Royal Peninsula Resort This luxury resort covers 200,000 sqm of private, landscaped grounds situated at a highly

desirable location between Naama Bay and the airport. Naama Bay is the centre of the beloved

holiday paradise and entertainment hot spot, Sharm El Sheikh. The resort's swimming pool area

alone covers 4,000 sqm and affords guests an oasis of refreshing depths and relaxing

tranquillity. Those who want to take their relaxation to the next level can visit the resort's

exclusive Thai spa, "SabaiSabai". The stylish, climate-controlled rooms begin at 60 sqm in size

and ensure guests feel special from the moment they open the door. There is a complementary

shuttle service to the resort's sister hotel, the Maritim Jolie Ville Golf & Resort, which has its

own section of beach overlooking a reef. The centre of Naama Bay and the town's fine, sandy

beach is quickly reached by utilising the frequent bus service. The 18 hole PGA championship

course, "Jolie Ville Golf Club" adjoins the hotel.


172

Hotel Highlights

337 rooms distributed throughout 18 bungalows, ranging between 60 and 90 sqm in size, 16

of which are exclusive suites occupying between 150 and 360 sqm 4,000 sqm swimming pool area

Exclusive Thai SPA "SabaiSabai" covering 1,200 sqm with beauty salon, hairdressers and

saunas

18 hole PGA championship course adjoining the hotel

9 restaurants and bars serving a comprehensive range of international cuisine

International Congress Center with 18 congress rooms and a large hall able to accommodate

up to 2,000 visitors

Website: http://www.maritim.com/en/hotels/egypt/jolie-ville-royal-peninsula-hotel-resort-

sharm-el-sheikh

Congress Halls With the very latest in congress equipment and technologies, the Maritim Jolie Ville Sharm El

Sheikh International Congress Center is perfect for events with up to 2,000 attendees. The

flexible facility is designed to meet the demands of discerning event organisers and includes a

large hall occupying 2,200 sqm, 11 congress rooms ranging from 140 to 800 sqm that can be

joined in various combinations and 6 VIP rooms covering 55 sqm each. No expense was spared

on the state of the art infrastructure, multiple interpreter booths, modern recording equipment or

comprehensive lighting system to ensure it is more than up to any task. Event catering is

provided according to the wishes of the organiser and guaranteed not to disappoint. But don't

take our word for it - the Congress Center has already hosted a number of successful

international political gatherings of worldwide importance. No matter what you're planning, the

impressive rooms, comprehensive infrastructure and Maritim's service excellence all combine to

ensure your event is remembered for all the right reasons.

Congress equipment Beamers, permanently installed- and mobile projection screens, flipcharts, corkboards,

presentation cases, podiums, microphones, wireless headphones and those with cables, mixing

board, cassette recorder, CD player, TV, DVD player, video recorder, video camera, beamer

presentation with simultaneous audio through the PA system possible, overhead projectors,

slide projectors, interpreter system with up to 8 channels, ISDN and analog sockets, LAN and

wireless.

Meeting Halls The Summit, 2,200 sqm for 2,000 people Red Sea, 400 sqm for 400 people Sinai, 400 sqm for 400 people


173

Nile Valley, 400 sqm for 400 people Suez Canal, 400 sqm for 400 people Aswan, 140 sqm for 100 people Abu Simbel, 140 sqm for 100 people Bibliotheca Alexandria, 190 sqm for 190 people Sphinx, 190 sqm for 190 people Luxor, 260 sqm for 250 people Siwa, 140 sqm for 100 people Citadel, 140 sqm for 100 people

Medical Facilities The hotel is 15 mins away from Cleopatra Medical centre and 30 mins away from Sharm El-Sheikh main Hosptials. In addition to hotel doctors that are available 24 hours.

Option 2 – Sol Melia Sharm Sol Melia Sharm is a five stars hotel located in the Sinai

Peninsula in the "Montazah Ras Nasrany Bay" area along

the Red Sea shore, just 7 km away from Sharm El Sheikh

International Airport and from popular Na'ama Bay with

its wide range of shops and bazaars.

Melia Sharm offers first class service and facilities with

468 comfortable rooms situated in a prime water location,

with private beach and featuring a stunning view of Tiran

Island, renowned for its scuba diving and snorkeling coral

reefs of the Red Sea. Local attractions include the Ras

Mohamed National Park, offering the most famous dive

sites in the Red Sea with 800 Meter deep reef walls and

coral gardens. Other sites nearby include St Catherine's

Monastery and Mount Moses.

MENA XLDS2011 was held in Sol Melia Sharm and that’s why it’s a strong competitor within our pool of

venues.

Website: http://www.solmelia.com/hotels/egypt/sharm-el-sheikh/melia-sharm/home.htm


174

9. IT Facilities Availability and Internet Access

9.1. As outlined in the previous section, the option 1 Venue – Maritime Jolie Ville Royal Peninsula Resort boasts the following facilities: Beamers, permanently installed- and mobile projection screens, flipcharts, corkboards,

presentation cases, podiums, microphones, wireless headphones and those with cables,

mixing board, cassette recorder, CD player, TV, DVD player, video recorder, video camera,

beamer presentation with simultaneous audio through the PA system possible, overhead

projectors, slide projectors, interpreter system with up to 8 channels, ISDN and analog

sockets, LAN and wireless LAN.

9.2. Under normal circumstances, the internet coverage would be wireless supported by high

speed DSL connections. If for any reason the internet drops, Sharm El Sheikh is covered by a

strong 3G Mobile Network which allow high speed internet access broadcasted by equipment

that would be provided by Vodafone.

10. Events Description

We are offering to our clients 4 main special

events: 1. Opening Ceremony 2. Global Village 3. Egyptian Night 4. Gala Dinner

Please find below the description of the events.

Opening Ceremony

This is the official launch of the CCIC 2014. It

will be hosting a huge network of supporters and

partners, both nationally and internationally, and

representatives from the government sector.

This event is a great chance for partners to

network and directly interact with talented youth

from all over the world.

Through the event there will be underground


175

bands to entertain the audience and to launch the great

conference.

The event will take place at Jolie Ville Royal Pensuela

main hall that takes over 1500 person and is very

prestigious.

Snacks and refreshments provided.

Global Village

This event will have delegations from 200 countries showcasing their cultures and traditions, showing the diversity and globally minded character of this unique organization.

This event will be taking place at Naema Bay which is 15 minutes away from the hotel.

Naema Bay is the most famous place in Sharm

el Sheikh, a place that become very lively

around 6 PM, with all the restaurants, cafes,

pubs and shopping places.

Since the event will be in September, which is a

season for the city of Sharm El-Sheikh, it will be

very crowded and we will be able to have external

attendees, not just from Egypt, but from all over the

world as well.

The event will be in booth setup and not tables

setup, where each country has their own booth to

show their things. But alongside that, there will be

a HUGE PAPER ROL, where each country get to

draw with SPRAYS something on it that represents it’s

culture, which will be very attractive for the media

to know that ONE HUGE PAPER ROLL got the

culture of over 200 countries in it.


176

Egyptian Night

This event celebrates Egyptian culture and its

incredible heritage through a rich traditional agenda

that showcases Egypt as a touristic, investment, and

cultural destination. This night will be held at the

dessert to take the theme of an Egyptian Bedouin

Night, around some tents, with fire in the middle of

groups, a 2 hour entertaining performances by a group

of native Bedouins(like belly dancing, Tanoura,

Camel dancing and others) and a lot of Egyptian

delicious food.


177

Gala Dinner

This event is an opportunity for delegates, partners

and supporters to come together to celebrate the

closing of the congress.

This event will be held on the beach of the venue

with carpets covering the sand and the sea as the

background of the speakers with stars all over the

sky. The seating will be in round tables, the weather will be

perfect not cold and not hot and the food will be

served by the hotel waiters over 10 courses starting

with a glass of wine, going through salads and main

dish, till it ends with a sensational dessert. Simply elegant, beautiful and fancy


178

14.2. Gantt chart

FIGURE 1- GANTT CHART PART 1



179




180




181




182




183




184




185




186




187




188




189


pm ccac

Leadership & Management

logistic work package

communication work package

financial work package

scope of work

delegate service work

special events work

human resources work

project risk management