The aim of this project was to produce a project plan for an international
music tour spanning over six destinations. As a result a report has been
compiled planning the project in detail, consisting of several elements.

The proposed project was divided into several key elements that where
completed by individual members of the project team. The project consisted
of the following elements;
Project description:
Included detailed specifications and aims for the project that needed to be

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Stated comprehensive list of development objectives for the project,
highlighting any benefits reaped by the stakeholders and the organisation.

Included organisation and stakeholders chart, leadership and responsibility
diagram. In addition stated roles of responsibility for each department
within the organisation.

Illustrated the method of communication chosen for the project, specifying
how this would be achieved
Assessed and calculated project risks providing control and risk reduction

Suggested ways of ensuring and maintaining quality through out the project.

Work Breakdown and Plan:
Consisted of work break down structure that divided the project into more
specific and defined tasks. Also included project plan that was developed
using Microsoft Project 98.

Contained estimated costs for individual tasks and the entire project.

To summarise the project plan was completed successfully and provided
detailed information that should result in the project being approved for

To view summaries of the project please refer to appendix 3.1.

By Zarrar Saif Khan
Graeme Gillet
As requested by the project sponsor the purpose of this assignment is to
plan an international music tour spanning across six destinations. In
order to accomplish the plan, all aspects of the project are to be analysed
by the project group and then divided into more defined sections and
manageable tasks, which will result in the completion of a successful plan
for an international music tour.

The completed plan is then to be presented by the project sponsor to the
project client, Artic Music Corporation. Once completed the project plan
should succinctly provide detailed information that will grant approval for
the project to go ahead.

By Zarrar Saif Khan
Anderz Alvenius
Stuart Mudie
Project Description
Students where asked to do a project in there first term of school, There
were a couple of options to choose from, like for example you could do a
“sports event” a “fashion show”. Our groups choose to plan a six-
destination international music tour. Since these days people are engage
and aware of multicultural music genres the group/team though that we had
to pick music groups that will fit for a wider audiences.

Since music has been inspiration and an integral part of every culture.

Music informs us about our past and presents, but also foreshadows our
future. It’s a creative outlet for self-expression that involves/integrates
all disciplines and has the power to inspire and people/individuals or
society’s. Music is one aspect of cross-cultural and cross-generational

Artic Music Corp, approached our company and wanted us to represent them as
there clients, and creating/developing a music tour across Europe. And they
asked us to create it so that if was not only “pop” music but alternatives
so that fans of Hiphop/Rap, Punk, Heavy metal and rock would like to come
and enjoy this.

The purpose of this project, Artic Music is to explore if music from
Scandinavia, Sweden, Denmark, Norway, Finland and Iceland band that are
big and popular in there home countries can be big in the rest of Europe.

Which could be an interesting thing to found out, because many bands in
Great Britain have failed to make it big in America for some strange
And the reason for this is because Artic Music Corp which is a small but up
and coming record/marketing company wants to open a couple of new offices
across Europe and launch a big marketing plan, marketing Bands from
Scandinavian countries and bands/groups that are singed to the record
company Artic music Corp.

However the goal with this scheme is to gain fans and show that other
countries that make good music, and compete on the world music map. The way
it looks now is on billboards is that the majority of music is created in
America or in the UK. Sweden is already know for making good music and
Finland is starting to making a name for it self. Iceland has Bjrk who is
quiet reputable and famous within the music industry. But Norway and
Denmark have failed to make any noise around the rest of the Europe.

Although there is a big risk with creating and developing a project and
tour like this. Where should the events be held, is the venue to big, to
small can it measure with the expectations from the ticket sales. If its
outdoors, what if it is bad weather and the concert have to be cancelled
and that date/city, how can we compensate the purchase. And the biggest
risk of all is if the ticket sales fail to reach the sales target and the
venues are not full. What if the marketing doesn’t reach out to every one
that we want to reach out to, how will that affect our ticket sales?
The alternatives are to do a pre marketing plan and see if there are any
interests for a tour like this and research into venues that will fit our
needs and requirements.

BY Anderz Alvenius
The objectives of the programmed are to:
. Become effective at a national level, and have as broad an impact as
. Target disadvantaged and marginalized groups
. Contribute to the social and economic enlistment of Nordic music
. Initiate regional and provincial cross-cultural co-operation within
Scandinavia countries
. Develop links with countries in the Scandinavia Development Community
. Stimulate capacity building through institutional co-operation and
cultural exchange programmers with Address basic music education needs
for specified target groups
. Support the documentation and preservation of a variety of indigenous
music forms so that they may be generally accessible.

The Programmer Areas are:
2.1 Education
Projects are sought that address the following:
. Adult education in professional and semi-professional contexts in the
music industry such as issues of management and administration, legal
and commercial aspects.

. The training of teachers to teach music to children at primary and/or
secondary schools.

. Links could be made with the Department of Education in this regard,
or other curriculum development and pilot projects that are currently
in existence.

. Education for conductors and composers, voice training, as well as
basic arts administration and concert management.

2.2 Documentation and Research
Projects are sought that address the following:
. Recording and collecting information about musical form that is in
danger of being lost through lack of exposure and education as well as
forms that have been neglected.

. Making archival resources more accessible to more people and available
as educational material in different forms.

2.3 Exchange
Exchange is seen as a tool for all the programmed areas, as well as an end
in itself in order to build relationships and facilitate sharing of
expertise between partners. Projects are sought that address the following:
. Interaction between Scandinavian countries and the rest of Europe and
People of the rest of the world.

. An exchange should directly serve the needs of a project, and should
be initiated by the parties in the project.

. An exchange could be an international show-casing event, which provide
opportunities for opening the programmed to international networking
and linkages.

2.4 Choral Music
Projects are sought that support the following:
. Various aspects of choral education and performance
2.5 Festivals
Projects are sought that address the following:
. The creation of forums to promote little-known and under-exposed music
forms in the provinces
. The further promotion of national music festivals throughout the

By Anderz Alvenius
No: 0001679201
Graham 1





Risk management
A six destination world concert tour obviously involves six specific days
or nights when the concerts are to take place and tickets will have been
sold with a date, time and place on them. The concert must be as close to
for filling these as possible. Timings are a major risk to the project and
need strict planning to ensure that the project runs to time. Time analysis
and planning techniques such as gantt charts and network diagrams could be

Some tasks in the project inevitably take longer or some problem occurs to
run them over their allotted time, so a ‘fudge factor’ or an amount of
extra time could be added to each task to provide less chance of a delay to
the whole project. Obviously this would result in an increase to the whole
project timescale and costs but would lessen the risk of a missed date in
the tour which would be disastrous.

By Stuart Mudie
Impact probability matrix
|Impact|Low|Medium|High |
|High |Illness|Weather|Timings|
|Medium||Technical problems||
The essential human element i.e. the performers and their health throughout
the tour has a very high impact, possibly with the tour being cancelled but
it’s probability is not as high as other risks.

This risk can be managed to some extent by the addition of a tour doctor.

Although this would increase the costs of the project it will reduce the
risks of the tour being a failure, which would cost substantially more than
the cost of a doctor. An alternative to a doctor is insurance, both for the
performers health and if possible to insure the whole project from failure.

This would not completely eliminate the risk because of the human part of
the equation but is all a project manager can do to ensure the success of
the project.

Nearly all the tasks in the project have an associated cost, whether it be
labour, equipment hire or poster printing. These are not completely
predictable and there is a risk of them being more costly than predicted.

For example, due to a boom in the economy, labourers in one of the
countries are demanding more money. This increases the labour costs that
could have been predicted using risk management financial techniques.

A method of budgeting for any sensitive financial costs such as labour or
fuel would be to budget an extra 10%. This would leave an extra amount to
provide for any marginal cost increases like the ones mentioned above.

By Stuart Mudie
Quality management
The nature of this project means that some quality management and quality
assurance methods are not as appropriate as they would be in a factory
environment like a quality manager. One could be incorporated but would be
not be fully utilized for this project particularly concerning the quality
of the musical performance itself.

One technique that could be used is to some extent is benchmarking. Where
there is a standard set throughout the tour and if the standard slips below
that of the bench mark then the project manager should get involved. So
that the benchmark can be adopted through the whole of the tour, research
can be done into benchmarks that other tour managers have adopted and
possibly use that as a starting point until a proper benchmark can be

Primary research through the use of questionnaires should be used after the
first concert to identify where improvements need to be made or to identify
standards that need to be maintained.

By Stuart Mudie
Work Break Down Structure and Plan
To identify the tasks that need to be carried out to complete the project,
a work break down approach has been applied to divide the work into smaller
and more manageable tasks. Dennis Lock (1995) “Project Management” states
that a successful project work break down needs to be handled in a
systematic fashion, so that there is a logical, hierarchical structure to
the breakdown. As a result the project work break down has been developed
following the guidelines set by Dennis Lock (1995).

The scope of the project is to plan an international music tour across six
different locations, without any specifics.As a result it was
identified that to accomplish the project scope, three core tasks needed to
be carried out to successfully plan an international music tour. Venue set-
up, marketing elements, and travel arrangements where summarised as being
the main elements that satisfied the project scope as they enable the
project to be broken down into a systematic fashion, representing all major
tasks needed to complete the project successfully.

Venue’s set-up was identified as being essential and a core element, as
without any venues no tour could take place, and represented many key
elements beneath it that needed to be carried out.

Travelling arrangements has been acknowledged because the nature of the
project is an international music tour across 6 destinations and needed
incorporating, for if it wasn’t carried out in detail it could result in
project failure.

Marketing elements was also recognised as a final core part of the project
as it represented key project and marketing activities that needed to be
completed. Marketing represents aspects such as promotion, advertising,
public relations etc, that inform targeted audiences who the project is
intended for to respond and purchase one or many tickets to the music
concerts to be performed.

These three tasks have then been divided in to further sub tasks and then
individual tasks. However the use of tasks has been introduced to
eliminate repetition of to be performed. For example “book all six venues”
was used to prevent the task “book venue” being repeated when booking each
of the six venues. This principle has been applied throughout the work
break structure.

After determining the activities that needed to be performed a computer
software package called Microsoft Project 98 was used to construct a
project plan.

To view the work breakdown structure constructed please refer to appendix
To view the plan constructed as a gantt chart please refer to appendix
To view the plan constructed as a gantt chart alongside the activities
please refer to appendix (1.3)
T view the plan constructed as a pert chart please refer to appendix (1.4)
To view the projects critical tasks please refer to appendix (1.5)
Costs and Resources
Costing for the proposed project has been established with the help of past
data obtained from similar projects, and by consulting professionals within
the industry who provided estimates. Final figures where derived by
applying Lock’s (1995) approach of standardising cost estimates and simply
multiplying figures obtained for the cost of each task by 6. For example
research showed that the estimate standard cost of hiring a venue would be
15000, and as the tour would compromise of six venues this figure was
multiplied by 6 to give the final cost of the task. After distinguishing
the cost of the task, the computer software package called Microsoft
Project 98 was used to aid in calculating the cost of the project.

In addition, Microsoft Project 98 was also used to allocate resources for
each of the activities, as well as calculating the cost for each resource.

To view list of researched costs please refer to appendix (2.1).

To view the references of costs researched for each task please refer to
appendix (2.2)
To view cash flows please refer to appendix (2.3).

To view a report on resource usages please refer to appendix (2.4).

To view a report on resource allocation please refer to appendix (2.5)

Appendix 1.1

Appendix 1.2

Appendix 1.3

Appendix 1.4

Appendix 1.5

Appendix 2.1
Below are the estimated costs found by the research conducted for each of
the activities.

Direct costs:
Hire Venues15000
Hire Lights1500
Hire Speakers 2000
Book Flights2000*
Hotel transfers for band ; staff 200*
Transfers to venue from hotels for band ; staff1500
Hire Security 1200(
Book hotel3000
Equipment transfer to country400
Transfer of equipment to venue50
Storage of equipment 300
Produce Tickets3000
Produce Posters2000
Place Newspaper advertisements10000
Place Magazine advertisements5000
( *= Figure represents cost for group of 10 people).

( (= Figure represents cost of hiring 60 security guards).

Resource/per hour
Finance department personnel10.53
Marketing department personnel10.53
Research department personnel10.53
Human Resource Management department personnel10.53
Light technician20.00
Sound technician20.00
Stage set-up experts 20.00
(Figures represent hourly rate for one person)
Appendix 2.2
Below is a reference list of where the cost data was derived. The activity
the reference represents has posted along side that activity.

Hire Venues
Connect the dots (2003) ‘Venue Booking’, available from: Accessed on 22 December
Hire Lights
Reitz Union Online (2003) ‘Spinal Tech’, available from: Accessed on 29
Hire Speakers
Reitz Union Online (2003) ‘Spinal Tech’, available from: Accessed on 29
Book Flights
Dial a flight .com.(2003) ‘Flights’, available from: Accessed on 20 December 2003
Hotel transfers for band ; staff
dial a flight .com.(2003) ‘Hotels’, available from: Accessed on 20 December 2003
Transfers to venue from hotels for band ; staff
Night Magic (2003) ‘Concerts’, available from: Accessed on
29 December 2003
Hire Security
Info Security (2003) ‘ Security Hire’, available from: Accessed on 3 January 2004
Book hotel
Dial a flight .com.(2003) ‘Hotels’, available from: Accessed on 20 December 2003
Equipment transfer to country
Reitz Union Online (2003) ‘Spinal Tech’, available from: Accessed on 29
Transfer of equipment to venue
Reitz Union Online (2003) ‘Spinal Tech’, available from: Accessed on 29
Storage of equipment
Reitz Union Online (2003) ‘Spinal Tech’, available from: Accessed on 29
Produce Tickets
The Online Ticket Shop (2003) ‘Contact Us’, available from: Accessed on 20 December 2003
Produce Posters (2003) ‘Posters’, available from: Accessed on 23 December 2003
Place Newspaper advertisements
National Newspaper Association (2003) ‘Contact Us’, available from: Accessed on 20 December 2003
Place Magazine advertisements
BILLBOARD.COM (2003) ‘Ask Billboard’, available from: Accessed on 18 December 2003
Finance department personnel
Palladin Staffing Solution (2003) ‘Services’, available from: Accessed on 18 December
Marketing department personnel
Palladin Staffing Solution (2003) ‘Services’, available from: Accessed on 18 December
Research department personnel
Palladin Staffing Solution (2003) ‘Services’, available from: Accessed on 18 December
Human Resource Management department personnel
Palladin Staffing Solution (2003) ‘Services’, available from: Accessed on 18 December
Light technician
Knowledge Storm (2003) ‘Search’, available from:
Accessed on 13 December 2003
Sound technician
Knowledge Storm (2003) ‘Search’, available from:
Accessed on 13 December 2003
Stage set-up experts
Knowledge Storm (2003) ‘Search’, available from:
Accessed on 13 December 2003

Appendix 2.3

Appendix 2.4

Appendix 2.5

Appendix 3.1
By Zarrar Saif Khan- 0002157985
By Zarrar Saif Khan- 000215798-5
By Zarrar Saif Khan- 000215798-5
‘ By Zarrar Saif Khan- 000215798-5
‘ By Zarrar Saif Khan- 000215798-5