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Question: At the Hard Rock Cafe, like many

At the Hard Rock Cafe, like many organizations, project management is a key planning tool. With Hard Rock’s constant growth in hotels and cafes, remodelling of existing cafes, scheduling for Hard Rock Live concert and event venues, and planning the annual Rockfest, managers rely on project management techniques and software to maintain schedule and budget performance. “Without Microsoft Project,” says Hard Rock Vice-President Chris Tomasso, “there is no way to keep so many people on the same page.” Tomasso is in charge of the Rockfest event, which is attended by well over 100,000 enthusiastic fans. The challenge is pulling it off within a tight 9-month planning horizon. As the event approaches, Tomasso devotes greater energy to its activities. For the first 3 months, Tomasso updates his Microsoft Project charts monthly. Then at the 6-month mark, he updates his progress weekly. At the 9-month mark, he checks and corrects his schedule twice a week. Early in the project management process, Tomasso identifies 10 major tasks (called level-2 activities in a work breakdown structure, or WBS): talent booking, ticketing, marketing/PR, online promotion, television, show production, travel, sponsorships, operations, and merchandising. Using a WBS, each of these is further divided into a series of subtasks. Table 3.8 identifies 26 of the major activities and sub activities, their immediate predecessors, and time estimates. Tomasso enters all these into the Microsoft Project software. Tomasso alters the Microsoft Project document and the time line as the project progresses. “It’s okay to change it as long as you keep on track,” he states. The day of the rock concert itself is not the end of the project planning. “It’s nothing but surprises. A band not being able to get to the venue because of traffic jams is a surprise, but an ‘anticipated’ surprise. We had a helicopter on stand-by ready to fly the band in,” says Tomasso. On completion of Rockfest in July, Tomasso and his team have a 3-month reprieve before starting the project planning process again. Discussion Questions 1. Identify the critical path and its activities for Rockfest. How long does the project take? 2. Which activities have a slack time of 8 weeks or more? 3. Identify five major challenges a project manager faces in events such as this one. 4. Why is a work breakdown structure useful in a project such as this? Take the 26 activities and break them into what you think should be level-2, level-3, and level-4 tasks.
At the Hard Rock Cafe, like many organizations, project management is a key planning tool. With Hard Rock’s constant growth in hotels and cafes, remodelling of existing cafes, scheduling for Hard Rock Live concert and event venues, and planning the annual Rockfest, managers rely on project management techniques and software to maintain schedule and budget performance.
“Without Microsoft Project,” says Hard Rock Vice-President Chris Tomasso, “there is no way to keep so many people on the same page.” Tomasso is in charge of the Rockfest event, which is attended by well over 100,000 enthusiastic fans. The challenge is pulling it off within a tight 9-month planning horizon. As the event approaches, Tomasso devotes greater energy to its activities. For the first 3 months, Tomasso updates his Microsoft Project charts monthly. Then at the 6-month mark, he updates his progress weekly. At the 9-month mark, he checks and corrects his schedule twice a week.
Early in the project management process, Tomasso identifies 10 major tasks (called level-2 activities in a work breakdown structure, or WBS): talent booking, ticketing, marketing/PR, online promotion, television, show production, travel, sponsorships, operations, and merchandising. Using a WBS, each of these is further divided into a series of subtasks. Table 3.8 identifies 26 of the major activities and sub activities, their immediate predecessors, and time estimates. Tomasso enters all these into the Microsoft Project software. Tomasso alters the Microsoft Project document and the time line as the project progresses. “It’s okay to change it as long as you keep on track,” he states.
The day of the rock concert itself is not the end of the project planning. “It’s nothing but surprises. A band not being able to get to the venue because of traffic jams is a surprise, but an ‘anticipated’ surprise. We had a helicopter on stand-by ready to fly the band in,” says Tomasso.
On completion of Rockfest in July, Tomasso and his team have a 3-month reprieve before starting the project planning process again.
Discussion Questions
1. Identify the critical path and its activities for Rockfest. How long does the project take?
2. Which activities have a slack time of 8 weeks or more?
3. Identify five major challenges a project manager faces in events such as this one.
4. Why is a work breakdown structure useful in a project such as this? Take the 26 activities and break them into what you think should be level-2, level-3, and level-4 tasks.


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> Develop a vendor-rating form that represents your comparison of the education offered by universities in which you considered (or are considering) enrolling. Fill in the necessary data, and identify the “best” choice. Are you attending that “best” choice

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> Using the project information listed in the table below: a) Draw the AON network for the construction activity. b) Draw the AOA for the construction activity.

> A small electronic manufacturing company that makes communication devices has determined its costs as follows (all value data are expressed in millions euro): a) Calculate and compare all single-factor and multifactor productivity for 2013 and 2014. b) W

> You are the project manager for a project in which you are going to organize a conference. Develop a work breakdown structure (WBS) in the form of a hierarchical framework, similar to the one in Figure 3.3, based on the partial list shown in the table wi

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> Boreki Enterprises has the following 10 items in inventory. Theodore Boreki asks you, a recent OM graduate, to divide these items into ABC classifications. a) Develop an ABC classification system for the 10 items. b) How can Boreki use this information?

> Al-Arabi Manufacturing Company manufactures different types of knobs for doors in its manufacturing facility in 6th of October, Egypt. The company operates its production facility 250 days per year. The demand for the steel knobs is 25,000 units per year

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> A manufacturer produces a single product that is sold abroad to an industrial company through the following channel. a) Calculate the bullwhip effect for each stage of the supply chain. b) What kind of actions can the management take to smooth the bullwh

> How does automatic identification work in a warehousing system?

> Over the past 5 weeks, demand for wine at Winston’s Winery has averaged 1,890 bottles, and the variance of demand has been 793,000 bottles. Winston has ordered an average of 1,900 bottles per week over that time period, with a variance of orders of 1,805

> Consider the supply chain illustrated here: Last year, the retailer’s weekly variance of demand was 200 units. The variance of orders was 500, 600, 750, and 1,350 units for the retailer, wholesaler, distributor, and manufacturer, respec

> Kryoneri Perfume Company is considering two alternatives for the supply of vetiver oil (an essential oil used in high-end perfumes). Alternative 1 is to use two suppliers located in Haiti, where half of the world’s vetiver oil comes from. Each has a “uni

> Johnson Chemicals is considering two options for its supplier portfolio. Option 1 uses two local suppliers. Each has a “unique-event” risk of 5%, and the probability of a “super event” that would disable both at the same time is estimated to be 1.5%. Opt

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> Amy Zeng, owner of Zeng’s Restaurant Distributions, supplies non-perishable goods to restaurants around the metro area. She stores all the goods in a storage area with a single dock and one aisle. The goods are divided into five categor

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> Following the incident of a furnace fire in the semiconductor plant in Albuquerque, New Mexico, Wellington Company decided to change its single-sourcing strategy of major components to multi-sourcing. The top management of Wellington Company believes tha

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> If you have a third option for the data in Problem S11.16 and it costs only $4,000 and also takes 20 days, what is your most economical plan? Data from Problem S11.16: A company with a plant in Basel can be served by both rail and truck at a cost of €25

> A company with a plant in Basel can be served by both rail and truck at a cost of €250 and €1,500 per load, respectively. The transit time for the train is 15 days while that for the truck is 5 days. a) If the daily cost of transit inventory is €100, whi

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