the projects I was thinking about was the DeBeers advertising strategy “a diamond is forever”
3000 words
BIRMINGHAM CITY BUSINESS SCHOOL
UNDERGRADUATE DEGREES
COURSEWORK FRONT SHEET
MODULE TITLE: Project
Management
ADM
MODULE CODE: MAN7084
MODULE LEADER: Kay Bains
ISSUE DATE: February 2020
HAND IN/PRESENTATION DATE: 29th May 2020 (12 pm- Midday)
HAND BACK DATE from: 26thth June 2020.
|
Learning outcomes and assessment criteria specific to this assignment: |
|
1. Identify and evaluate a range of theories, concepts and approaches to Project Management |
|
2. Critically evaluate project management knowledge areas and critique project management software tools. |
|
3. Apply project management concepts and understand different types of projects e.g. Traditional, Agile, Emertxe, and Extreme Projects. |
|
4. Evaluate project closure and how to facilitate knowledge retention in future projects |
|
Please see detailed marking scheme. |
Overview
Choose a successful Project Management within the creative sector (e.g. arts, media, design, broadcasting, luxury goods, building design, etc.) is essential to take ideas from beginning to fruition, assisting with the operationalising of new innovation and smooth delivery of essential tasks. You will need to explore project management issues within the creative sector. It aims to present a research informed approach to enable the management of resources and decision-making, in areas such as defining, planning, costing and reviewing large or small scale projects and will be delivered specifically for PG students only.
Assessment 100%
Coursework
Individual 3000 word assignment report allows you to apply your project management knowledge in a practical way based around a common-themed case study on Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector or that addresses the following:
Traditional, Agile, xPM and MPx considerations
The five stages of a PMLC (project management life cycle) model for the project
Any project planning considerations & an outline of how you would manage and control the project
Project risk management & managing any potential scope issues
Project stakeholder management & Managing client expectations
How you would close the project and transfer any relevant learning to future projects.
Conclusion and recommendations in needed.
You’re required to use relevant project management tools such as precedence table to record relevant project tasks, a Network Analysis chart, Gantt chart and Project Management Software (e.g. Microsoft Project) for the new Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector using Project Management Software.
It is vital to recap on the practice presentations and build on your formative feedbacks for your chosen topic area, to further demonstrate an understanding of key concepts that impact on leaders in businesses. It offers you an opportunity to draw upon your academic understanding of project management key concepts, theory and tools needed for this assignment and demonstrate your learning in a practical manner.
University Regulations:
The word limit is for your coursework assignment, and does not cover material which is submitted as an appendix. Material submitted as an appendix provides background for your coursework, but it will not be marked unless specified in the brief. Also, it is important that you cross-refer between the main text of your assignment and any appendices, in order to demonstrate the linkage, and that the Appendices do not constitute additional material unrelated to that included in the body of your assignment. If you do not refer to this work in the Appendix, then this included work in the Appendices are not marked.
Your References page will not be included in the word count, but where you quote within the assignment (e.g. Smith and Jones (2010) identified that…) will be included in the word count.
You are required to indicate the number of words used in your assignment.
If you produce less than or exceed the stipulated word count by more than 10%, a deduction of the mark awarded will be made to reflect that you have not met the assessment requirements.
Final suggestions:
The assignment should be word processed with 1.5 line spacing and is a report, therefore, should have the right format, do not use bullet points (except on PowerPoint slides!).
Use Arial size 12 point (this font and size) for your assignments.
State the word count used in Section 2 as stated above, should provide pages numbers on each sheet.
All work (slides in Section 1, Section 2 and References page) should be referenced in BCU Harvard style format – there are hand-outs available on-line at the Library website and these are available as a hardcopy in the Library if you are unsure about this.
Do not use Wikipedia – is not peer assessed and the work may be unreliable, and don’t rely too heavily on Internet sources but must provide sources of all materials and data use.
Do use current academic text books and academic journal articles (newspapers are not articles); use some post-year 2010 academic work.
| Page
Structure of the assessment:
Marking Criteria
|
0 – 39% Fail |
40 – 49% Fail |
50 – 59% Pass |
60 – 69% Strong Pass (merit) |
70 – 79% Very Strong Pass (distinction) |
80 – 100% Exceptionally Strong Pass (distinction) |
|
|
Criterion 1 Mark: 25% |
Identify and evaluate a range of theories, concepts and approaches to project management |
|||||
|
Incomplete or very shallow analysis, presentation fails to apply relevant theories, academic and literature to address assignment task. |
An insufficient range of theories discussed or not explicitly referenced. References are poor and drawn from non – academic sources only. |
A satisfactory range of project management theories are applied and references drawn from academic and quality non-academic sources. |
An array theories are demonstrated in project management, with quality references drawn from international contexts including journals and textbooks. |
A large array theories are demonstrated in project management, with an excellent level of wider reading including references drawn from international contexts. Project landscape explore and justified. |
Extensive theories are demonstrated in project management, with significant wider reading including references drawn from international contexts including PRINCE 2 and PMBOK. Project landscape explores and justified. |
|
|
Criterion 2 Mark: 25% |
Critically evaluate project management knowledge areas and critique project management software tools. |
|||||
|
Incomplete or very shallow analysis, presentation fails to apply relevant theories, academic and literature to address assignment task. No use of project management software. |
Process groups mentioned although no explicit discuss or critique. Project Management Software used and applied although limited visual application and minor errors in the application e.g. not levelling resources. |
Process groups discussed at least one model applied and levels of general critique is demonstrated, with several areas of weaknesses identified. Project management software applied with several areas visually demonstrated. |
Process groups are explored in significant detail with a level of critique – highlighting some weaknesses. Project management software demonstrated and visually displayed with all main features evidenced. |
Process groups are explored in extensive details and critiqued – highlighting their retrospective weaknesses. Project management software is effectively applied and all main features are demonstrated explicitly and visually. |
Process groups explicitly discussed and critique extensively. Project management software used and applied with clear visual application demonstrated. No errors in the application e.g. levelling of resources where applicable is completed (no resource allocated above 100%). |
|
|
Criterion 3 Mark: 25% |
Apply project management concepts and understand different types of projects e.g. traditional, agile, emertxe, and extreme projects. |
|||||
|
Incomplete or very shallow analysis, presentation fails to apply relevant theories, academic and literature to address assignment task. No exploration of various project types. |
Case study not discussed or incorrectly applied. No consideration of the wider business environment. No project management concepts effectively applied to the case study. Brief discussion of project management types. |
Case study discussed and a suitable project identified but no consideration for the wider business environment is offered. Project management concepts sporadically discussed but not in detail with poor levels of justification. Detailed discussion of project management types. |
Case study applied sufficiently and suitable project identified. Reference to the case study is made occasionally / sporadically. Project “value” is plausible but not fully justified. Project management concepts discussed but not fully critiqued or explored. Detailed discussion and |
Engagement with the case study: Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector. Some business and contextual issues considered included e.g. either macro or micro business contexts. Project “value” plausibly significant and relevant project concepts applied |
Excellent engagement with the case study: Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector. Wider business and contextual issues considered included macro and micro business environment. Project “value” plausibly significant and relevant project concepts applied. |
|
Critique of project management types. |
Strengths and weakness of project management types explained and applied to the case study. |
Comparison made between competitor Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sectors. Strengths and weakness of project management types explained and applied to the case study. |
||
|
Criterion 4 Mark: 25% |
Evaluate project closure and how to facilitate knowledge retention in future projects |
|||
|
Project closure not satisfactorily discussed or explained in sufficient detail. Inadequate exploration of the learning cycle. No specific closing steps mentioned or explained with no linkage to future projects. |
Acceptable review of closure mentioning at least two of the closing sequence. Low levels of detail explanation or critique provided of the closing sequence. Learning processes only have scant attention. |
Review of project closure processes and their salient features with not elements fully discussed or mentioned. Transferable learning considered but not specific as to the target of the learning or how this will be delivered. |
Strong discussion of project closure and full discussion of closing process. Exploration of the transferable skills and learning at either the team or individual level. Consideration of the learning process and it communication. Project start date considers closure. |
Excellent review of project closure including a full discussion of the closing sequence. Discussion of transferable learning at both individual and team levels including reflection on communication and learning processes e.g. KOLB learning cycle. Project start date considers closure. |
BIRMINGHAM CITY BUSINESS SCHOOL
UNDERGRADUATE DEGREES
COURSEWORK FRONT SHEET
MODULE TITLE: Project Management ADM
MODULE CODE: MAN7084
MODULE LEADER: Kay Bains
ISSUE DATE: February 2020
HAND IN/PRESENTATION DATE: 29th May 2020 (12 pm- Midday)
HAND BACK DATE from: 26thth June 2020.
Learning outcomes and assessment criteria specific to this assignment:
1. Identify and evaluate a range of theories, concepts and approaches to Project
Management
2. Critically evaluate project management knowledge areas and critique project management software tools.
3. Apply project management concepts and understand different types of projects e.g. Traditional, Agile, Emertxe, and Extreme Projects.
4. Evaluate project closure and how to facilitate knowledge retention in future projects
Please see detailed marking scheme.
Overview
Choose a successful Project Management within the creative sector (e.g. arts, media, design, broadcasting, luxury goods, building design, etc.) is essential to take ideas from beginning to fruition, assisting with the operationalising of new innovation and smooth delivery of essential tasks. You will need to explore project management issues within the creative sector. It aims to present a research informed approach to enable the management of resources and decision-making, in areas such as defining, planning, costing and reviewing large or small scale projects and will be delivered specifically for PG students only.
Assessment 100%
Coursework
Individual 3000 word assignment report allows you to apply your project management knowledge in a practical way based around a common-themed case study on Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector or that addresses the following:
1. Traditional, Agile, xPM and MPx considerations
2. The five stages of a PMLC (project management life cycle) model for the project
3. Any project planning considerations & an outline of how you would manage and control the project
4. Project risk management & managing any potential scope issues
5. Project stakeholder management & Managing client expectations
6. How you would close the project and transfer any relevant learning to future projects.
7. Conclusion and recommendations in needed.
You’re required to use relevant project management tools such as precedence table to record relevant project tasks, a Network Analysis chart, Gantt chart and Project Management Software (e.g. Microsoft Project) for the new Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector using Project Management Software.
It is vital to recap on the practice presentations and build on your formative feedbacks for your chosen topic area, to further demonstrate an understanding of key concepts that impact on leaders in businesses. It offers you an opportunity to draw upon your academic understanding of project management key concepts, theory and tools needed for this assignment and demonstrate your learning in a practical manner.
University Regulations:
The word limit is for your coursework assignment, and does not cover material which is submitted as an appendix. Material submitted as an appendix provides background for your coursework, but it will not be marked unless specified in the brief. Also, it is important that you cross-refer between the main text of your assignment and any appendices, in order to demonstrate the linkage, and that the Appendices do not constitute additional material unrelated to that included in the body of your assignment. If you do not refer to this work in the Appendix, then this included work in the Appendices are not marked.
Your References page will not be included in the word count, but where you quote within the assignment (e.g. Smith and Jones (2010) identified that…) will be included in the word count.
You are required to indicate the number of words used in your assignment.
If you produce less than or exceed the stipulated word count by more than 10%, a deduction of the mark awarded will be made to reflect that you have not met the assessment requirements.
Final suggestions:
1. The assignment should be word processed with 1.5 line spacing and is a report, therefore, should have the right format, do not use bullet points (except on PowerPoint slides!).
2. Use Arial size 12 point (this font and size) for your assignments.
3. State the word count used in Section 2 as stated above, should provide pages numbers on each sheet.
4. All work (slides in Section 1, Section 2 and References page) should be referenced in BCU Harvard style format – there are hand-outs available on-line at the Library website and these are available as a hardcopy in the Library if you are unsure about this.
5. Do not use Wikipedia – is not peer assessed and the work may be unreliable, and don’t rely too heavily on Internet sources but must provide sources of all materials and data use.
6. Do use current academic text books and academic journal articles (newspapers are not articles); use some post-year 2010 academic work.
4 | Page
Structure of the assessment:
Marking Criteria
0 – 39% Fail
40 – 49%
Fail
50 – 59% Pass
60 – 69%
Strong Pass (merit)
70 – 79%
Very Strong Pass
(distinction)
80 – 100%
Exceptionally Strong
Pass
(distinction)
Criterion 1 Mark:
25%
Identify and evaluate a range of theories, concepts and approaches to project management
Incomplete or very shallow analysis, presentation fails to apply relevant theories, academic and literature to address assignment task.
An insufficient range of theories discussed or not explicitly referenced.
References are poor and drawn from non – academic sources only.
A satisfactory range of project management theories are applied and references drawn from academic and quality non-academic sources.
An array theories are demonstrated in project management, with quality references drawn from international contexts including journals and textbooks.
A large array theories are demonstrated in project management, with an excellent level of wider reading including references drawn from international contexts. Project landscape explore and justified.
Extensive theories are demonstrated in project management, with significant wider reading including references drawn from international contexts including PRINCE 2 and PMBOK. Project landscape explores and justified.
Criterion 2 Mark:
25%
Critically evaluate project management knowledge areas and critique project management software tools.
Incomplete or very shallow analysis, presentation fails to apply relevant theories, academic and literature to address assignment task. No use of project management software.
Process groups mentioned although no explicit discuss or
critique. Project
Management Software used and applied although limited visual application and minor errors in the application e.g. not levelling resources.
Process groups discussed at least one model applied and levels of general critique is demonstrated, with several areas of weaknesses identified. Project management software applied with several areas visually demonstrated.
Process groups are explored in significant detail with a level of critique – highlighting some weaknesses. Project management software demonstrated and visually displayed with all main features evidenced.
Process groups are explored in extensive details and critiqued – highlighting their retrospective weaknesses. Project management software is effectively applied and all main features are demonstrated explicitly and visually.
Process groups explicitly discussed and critique extensively. Project management software used and applied with clear visual application demonstrated. No errors in the application e.g. levelling of resources where applicable is completed (no resource allocated above 100%).
Criterion 3 Mark:
25%
Apply project management concepts and understand different types of projects e.g. traditional, agile, emertxe, and extreme projects.
Incomplete or very shallow analysis, presentation fails to apply relevant theories, academic and literature to address assignment task. No exploration of various project types.
Case study not discussed or incorrectly applied.
No consideration of the wider business environment.
No project management concepts effectively applied to the case
study. Brief discussion of project management types.
Case study discussed and a suitable project identified but no consideration for the wider business environment is offered. Project management concepts sporadically discussed but not in detail with poor levels of justification. Detailed discussion of project management types.
Case study applied sufficiently and suitable project identified.
Reference to the case study is made occasionally / sporadically. Project “value” is plausible but not fully justified. Project
management concepts discussed but not fully critiqued or explored. Detailed discussion and
Engagement with the case study: Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector. Some business and contextual issues considered included e.g. either macro or micro business contexts. Project “value” plausibly significant and relevant project concepts applied
Excellent engagement with the case study: Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sector. Wider business and contextual issues considered included macro and micro business environment. Project
“value” plausibly significant and relevant project concepts applied.
Critique of project management types.
Strengths and weakness of project management types explained and applied to the case study.
Comparison made between competitor Arts and Culture Festival or a self-determined project of your choice from within the Creative Industries Sectors. Strengths and weakness of project management types explained and applied to the case study.
Criterion 4 Mark:
25%
Evaluate project closure and how to facilitate knowledge retention in future projects
Incomplete or very shallow analysis, presentation fails to apply relevant theories, academic and literature to address assignment task.
Project closure not satisfactorily discussed or explained in sufficient detail.
Inadequate exploration of the learning cycle.
No specific closing steps mentioned or explained with no linkage to future projects.
Acceptable review of closure mentioning at least two of the closing sequence. Low levels of detail explanation or critique provided of the closing sequence. Learning processes only have scant attention.
Review of project closure processes and their salient features with not elements fully discussed or mentioned.
Transferable learning considered but not specific as to the target of the learning or how this will be delivered.
Strong discussion of project closure and full discussion of closing process.
Exploration of the transferable skills and learning at either the team or individual level. Consideration of the learning process and it communication.
Project start date considers closure.
Excellent review of project closure including a full discussion of the closing sequence. Discussion of transferable learning at both individual and team levels including reflection on communication and learning processes e.g. KOLB learning cycle. Project start date considers closure.
WebProject
Version:
1
.
0
Final Project Report
Date:
20
06
-10
-01
Web Project
Version 1.0
Revision History
|
Date |
Version |
Description |
Author |
|||
|
200 2-00-00 |
0.01 |
Initial Draft |
||||
Table of Contents
41.
Introduction
1.1
Purpose of this document
4
1.2
Intended Audience
4
1.3
Scope
4
1.4
Definitions and acronyms
4
1.4.1
Definitions
4
1.4.2
Acronyms and abbreviations
4
1.5
References
4
2.
Background and Objectives
4
3.
Organization
4
3.1
Project Manager
4
3.2
Project Group
4
3.3
Steering Group
5
3.4
Customer
5
3.5
Others
5
4.
Milestones
5
4.1
Remarks
5
5.
Project Results
5
5.1
Requirements
5
5.1.1
Requirement Compliance Matrix
5
5.1.2
Requirements Compliance Summary
6
5.1.3
Remarks
6
5.2
Work Products and Deliverables
6
5.2.1
Remarks
6
6.
Project Experiences
6
6.1
Positive Experiences
6
6.2
Improvement Possibilities
7
7.
Financials
7
7.1
Project Cost Summary
7
7.2
Work per Member
7
8.
Metrics
7
8.1
Milestone Metrics
7
8.2
Effort Metrics
7
1. Introduction
Web Project is the project undertaken as a mandatory requirement for the course “Distributed Software Development” that is being conducted mutually by Malardalen University in Vasteras, Sweden and University of Zagreb. The aim of the course is to provide a distributed environment to develop software. In this course we have to develop the Distributed Software in two teams. But in our project we are not distributed because we are working on the same side. But we hope that we will make this Project on time.
1.1 Purpose of this document
In this document there is overall description of the Web Project. It includes what we did. There is also description of the work experience gain from this project. Whole description of the designing face and cost is included in this document.
1.2 Intended Audience
There are some intended audiences of this project in which our steering group, customer and the Project members are included. There are also some students who want to continue this project later on.
1.3 Scope
The project is aimed to provide a central place for organizing, planning and tracking projects that are developed in a distributed environment. It therefore is a web application that should be compatible with majority of browsers to provide user friendly Interface for project administrator, project leaders and project members working far apart all around the world.
1.4 Definitions and acronyms
1.4.1 Definitions
|
Keyword |
Definitions | |
|
Distributed software Development |
Process in which the software is being developed by different teams working at least 30 m apart physically. |
1.4.2 Acronyms and abbreviations
|
Acronym or abbreviation |
1.5 References
“Web Project” Final Project document.
2. Background and Objectives
The customer needs Microsoft Project (MSP) as Web Base Project to handle the Different projects in any kind of Software House. It was previously developed by Microsoft for project Management. Bit was not the Web Based so here we made it as a Web Based.
No
w we developed a project in which is just like MS Project. Here we have four main actors in the project i.e. Administrator, Project Leader, Project Member and Customer . There are different roles of all the actors depending on their positions. There are different main activities in the project like View, Delete and Edit different thins regarding to the Project.
3. Organization
3.1 Project Manager
Khuram Shehzad
is the Manager of the group.
3.2 Project Group
|
Name |
Responsibility |
|
| Khuram Shehzad |
Project manager, Analysis , Implementation , Designing, DB Design |
|
|
Ahsan Jawed |
Implementation, Documentation, Analysis, DB Design |
|
|
Imran Afzal |
Implementation, Documentation, Designing, Analysis |
|
|
Shoaib Ahmad |
Implementation, Analysis, Documentation, Analysis |
|
|
Abdullah Anjum |
Integration , Testing , Analysis |
3.3 Steering Group
Ivica Crnkovic
(MdH)
Rikard Land
(MdH)
Mario Zagar
(FER)
Igor Cavrak
(FER)
3.4 Customer
Igor Cavrak
3.5 Others
4. Milestones
|
Id |
Milestone |
Responsible Dept./Initials |
Finished week |
Metr |
Rem |
|||||||||||||||||||||||||
|
Plan |
Forecast |
Actual |
||||||||||||||||||||||||||||
|
Week |
+/- |
|||||||||||||||||||||||||||||
|
M-001 |
Project Description & Plan |
17-11-05 |
0 |
Y |
Good |
|||||||||||||||||||||||||
|
M-002 |
Requirement Definition |
|||||||||||||||||||||||||||||
|
M-004 |
Project Design |
24 -11-05 |
||||||||||||||||||||||||||||
|
M-005 |
Revised Project Plan |
01-12-05 |
||||||||||||||||||||||||||||
|
M-006 |
Project Status Presentation |
15 -12-05 |
||||||||||||||||||||||||||||
|
M-007 |
Final Presentation & delivery |
19 -01-06 |
Excellent |
4.1 Remarks
|
Remark Id |
||
|
R-001 |
It was good experience to give a Presentation in Distributed Environment. |
5. Project Results
5.1 Requirements
5.1.1 Requirement Compliance Matrix
|
Requirement |
completed |
||||||||||||||||||
|
Web-1 |
System Administration Requirements |
Yes |
|||||||||||||||||
|
Web -1.1 |
Administrator should login to do any specific task. |
||||||||||||||||||
|
Web -1.2 |
Administrator should be able to adjust system parameters. |
||||||||||||||||||
|
Web -1.3 |
Administrator should be able to add/ modify/ enable/ disable/ delete system users. |
||||||||||||||||||
|
Web -1.4 |
Administrator should be able to add/ modify/ archive/ delete projects. |
||||||||||||||||||
|
Web -1.5 |
Administrate project leaders for existing projects. |
||||||||||||||||||
|
Web -1.6 |
Comments to different members. |
||||||||||||||||||
|
Web -2 |
Project leader Requirements. |
||||||||||||||||||
|
Web -2.1 |
Project leader should be able to define baseline plan. |
||||||||||||||||||
|
Web -2.2 |
Project leader should be able to manage project group. |
||||||||||||||||||
|
Web -2.3 |
Project leader should be able to monitor individual work. |
||||||||||||||||||
|
Web -2.4 |
Project leader should be able to define milestones, activities, resources & financial plans etc… |
||||||||||||||||||
|
Web -2.5 |
Project leader should be able to freeze work done report at the end of the week after finalizing the week plan. |
||||||||||||||||||
|
Web -3 |
Project member should be able to submit week report. |
||||||||||||||||||
|
Web -4 |
E-mail Alerts & Logging |
||||||||||||||||||
|
Web -5 |
Look & Feel and Language |
||||||||||||||||||
|
Web -6 |
Gand Chart |
||||||||||||||||||
|
Web -7 |
Log File |
Completed: Yes (completely implemented)
No (not implemented at all)
Partially (partially implemented, more description under Remarks subsection)
Unknown (completion status not known)
Dropped (requirement was dropped during the course of the project)
5.1.2 Requirements Compliance Summary
|
Total number of requirements |
19 | |||||
|
Number of requirements implemented |
18 |
|||||
|
Requirements partially fulfilled |
||||||
|
Requirements not fulfilled |
1 | |||||
|
Requirements dropped |
5.1.3 Remarks
5.2 Work Products and Deliverables
|
To |
Output |
Planned week |
Promised week |
Late +/- |
Delivered week |
||||||||||
|
Igore Cavrak |
W 46 |
No | |||||||||||||
|
W47 |
W47 |
W47 |
|||||||||||||
|
W49 |
|||||||||||||||
|
W52 |
W52 |
W52 |
|||||||||||||
|
W01 |
W01 |
W01 |
|||||||||||||
|
W03 |
W03 |
W03 |
5.2.1 Remarks
Remark Id
Description
6. Project Experiences
6.1 Positive Experiences
The main experience we learn from this DSD Project is to work in group. We also learn about new software like PostGrade SQL.
6.2 Improvement Possibilities
We have experience that if we will organize our resource according to requirements then we can make project more successful.
7. Financials
7.1 Project Cost Summary
|
Planned Cost |
25 0.000 SEK |
|
Actual Cost |
26 0.000 SEK |
7.2 Work per Member
|
Member |
W45 |
W48 |
W 50 |
W51 |
W02 |
Total |
||||||||||||||||||||||||||
|
Khuram Shahzad |
20 | 24 |
22 |
25 |
35 |
30 |
36 |
34 |
46 |
32 2 |
||||||||||||||||||||||
| 15 |
28 |
26 |
29 |
32 |
263 |
|||||||||||||||||||||||||||
|
13 |
16 |
23 |
226 |
|||||||||||||||||||||||||||||
|
Shoiab Ahmad |
14 |
214 |
||||||||||||||||||||||||||||||
|
212 |
||||||||||||||||||||||||||||||||
| Total |
77 |
87 |
84 |
92 |
106 |
117 |
126 |
131 |
134 |
166 |
1237 |
8. Metrics
8.1 Milestone Metrics
|
Completed as planned or earlier |
Timeliness |
|
Achieved |
8.2 Effort Metrics
|
Activity |
Actual Effort |
Planned Effort |
Deviation (%) |
|
|
Requirements Gathering |
75 |
80 |
-6.25 |
|
| Analysis |
85 |
100 |
-15 |
|
|
Database Design |
97 |
110 |
-11.81 |
|
|
Web Page |
180 |
220 |
-18.18 |
|
| Implementation |
450 |
500 |
-10 | |
| Integration |
150 |
50 | ||
| Testing | 200 |
33.33 |
||
|
1260 |
22.09 |
|
Effort estimation accuracy (%) (100*(1 – abs(Actual – Planned)/Actual)) |
98.14% |
Doc. No.: 1
�
�
�
|
Page 2 |
1.0. Introduction
Effective project management is considered an essential part of a company’s way to
success, as, to put it simply, its main purpose is to predict any risk that might affect a
project of a company and prepare the latter for it (Lock, 2013).
Since 2010, Netflix, world-leading subscription video on-demand streaming service,
has been producing its own content, such as series and full-length movies (Netflix,
2019). Such Original series or films could be considered as separate projects, which
are now the key to attracting new audiences and keeping existing Netflix subscribers
(Schomer, 2018). Therefore, it is critical for Netflix to make sure that all these projects
are carefully planned and are executed in a way as smooth as possible.
The aim of this report is to analyse the project management process of “Bird Box”, the
most successful Netflix movie project by far, thus gaining useful transferable
knowledge and providing recommendations for future similar projects.
1.1. Project Background
“Bird Box” is a 2018 movie produced by Netflix, which makes the film a so-called
Netflix
Original, meaning it is available only on Netflix (Netflix, 2019; Netflix Media Center,
2019).
“Bird Box” is a sci-fi psychological drama thriller, which tells a story of a woman and
two children trying to survive in an apocalyptic world (Netflix, 2019). It premiered on
21st December 2018 (Netflix Media Center, 2019).
The movie is based on the eponymous novel by Josh Malerman, published in 2014
(Slauer, 2018).
Leading role in the film is performed by Sandra Bullock with the director being Susanne
Bier – both Academy Awards® winners (Netflix Media Center, 2019).
“Bird Box” became the most successful Netflix Original movie so far. Although it was
not highly appraised by critics, it generated significant amount of conversations and
feedback in social media and is the most watched Netflix Original movie at the moment
of writing (Lee, 2019).
Page 2 of 22
2.0. Project Management Landscape
According to Wysocki (2014), “a project is a sequence of unique, complex, and
connected activities that have one goal or purpose and that must be completed by a
specific time, within budget, and according to specification”. Following from this
definition, every project should have a goal and a solution.
Regarding goal, Netflix creates its own movies and series as a part of its vertical
integration strategy. Indeed, replacing licensed content with its own not only eliminates
the cost Netflix would otherwise have spent on licensing but also helps make the
service unique, thus keeping existing subscribers and attracting new ones (Ball, 2013).
Therefore, it could be stated that the goal of “Bird Box” is to support Netflix’s “worth-
to-watch, unique content” strategy and encourage more subscriptions to the service
(Nicolaou, 2019).
As for solution, firstly, the movie is based on a novel, which has already been proven
successful, thus increasing the chance of the film being well-received, too (Lawson,
2018). Secondly, Netflix hired award-winning leading actor and director to make sure
the movie was made at a high-quality level in order to truly engage
audience
emotionally, thus encouraging word-of-mouth and publicity (Bushby, 2018).
Figure 1. The Four Quadrants of Project Landscape (Adapted from Wysocki, 2014)
Depending on how clear these goal and solution are, Wysocki (2014) offers a
framework, demonstrated in Figure 1, that helps define type of a project. The author
notes, however, that “clear-unclear” evaluation within this framework is rather
subjective and may change throughout the project being carried out. Moreover, as
Page 3 of 22
Rhyne (2008) points out, such frameworks for project management are rather general,
unified, thus need to be adapted to specific industries.
Regarding “Bird Box”, it appears that the goal and the solution of this project are rather
clear, thus the type of the “Bird Box” project could be defined as traditional (Wysocki,
2014).
Depending on the type of project, the latter would have to adopt a certain lifecycle
model, which, simply put, dictates a sequence in which various stages of the project
happen (Association for Project Management, 2012; Wysocki, 2014).
3.0. Project Management Life Cycle
According to Project Management Institute (2017), project life cycle “is the series of
phases that a project passes through from its start to its completion”. A typical project
life cycle usually implies four main stages – defining the concept, developing and
designing a plan, executing and basically carrying out the work, and ending and
closing the project (Burke, 2010; Larson and Gray, 2018; Maylor, 2010).
Figure 2. Project Management Life Cycle Model Approaches (Adapted from Wysocki, 2014)
Wysocki (2014) states that the choice of a specific lifecycle model would depend on
the clarity of goal and solution of the project (Figure 2). Considering that “Bird Box” is
a traditional project with both goal and solution being rather clear and straightforward,
it could be suggested that it should adopt linear lifecycle model, also known as
Page 4 of 22
waterfall method, demonstrated on Figure 3 (Association for Project Management,
2012).
Figure 3. Linear Life Cycle Model (Adapted from Wysocki, 2014)
Such model dictates that each of these stages is completed once and in the sequence
presented above. Such conditions are appropriate for a typical movie project, as they
are usual for a film project life cycle, which involves development, pre-production,
production, principal photography, wrap, post-production, and distribution stages
(Verhoeven, 2018). The latter could also be combined in a simplified life cycle model,
which includes only pre-production, production, and post-production (Katsiris, 2007).
4.0.
Project Management Process Groups
Regardless of which lifecycle model a project adapts, it should be based on the five
process groups, demonstrated on Figure 2 (Association for Project Management,
2012; Project Management Institute, 2017).
Figure 4. Project Management Process Groups (Adapted from Association for Project Management,
2012; Project
Management Institute, 2017)
4.1. Scoping (Initiating) Process Group
The overall aim of scoping (or initiating) process group is gaining authorisation to get
started with the project. It implies processes that help define the project, its objectives,
and what generally needs to be done, such as identifying stakeholders of “Bird Box”,
meaning those, who may affect or could be affected by the movie in question,
understanding and documenting concept of the film, and identifying significance of
“Bird Box” for Netflix (Eskerod and Jepsen, 2013; Haugan, 2011; Project Management
Institute, 2017; Wysocki, 2014).
Scope Plan Launch
Monitor &
Control
Close
Scoping
(Initiating)
Planning
Launching
(Executing)
Monitoring
&
Controlling
Closing
Page 5 of 22
Every project should have a project charter, which briefly describes the scope of the
work (HBR, 2012). Figure 5 demonstrates an example of such project charter with
flexibility matrix for “Bird Box”.
Table 1. “Bird Box” Project Charter with Flexibility Matrix
Netflix Original “Bird Box”
PROJECT CHARTER
Project Name:
Bird Box
Production Project Manager:
Susanne Bier
Production Companies:
Netflix
Bluegrass Films
Chris Morgan Productions
Commercial Project Manager:
Ted Sarandos
Estimated delivery date: November 2018
PROJECT DESCRIPTION
Project Background
“Bird Box” is a Netflix Original movie, based on a well-received anonymous book by Josh
Malerman.
Project Objective
Movie is intended to engage audience in order to keep current Netflix subscribers happy with the
streaming service, as well as attract potential customers to join Netflix. It should also positively
contribute to Netflix brand image as a provider of good-quality unique content.
Critical Success Factors
Movie should trigger active word-of-mouth and publicity, potentially become a viral trend and
discussion in social media. The number of new subscribers must keep increasing and the number
of cancellations should continue dropping.
Constrains
“High profile” lead actor should be involved, while maintaining budget reasonable. Audience should
be engaged emotionally.
Resources
3 production companies will be working on a movie; mostly standard equipment used for
production/post-production.
Project Authority
Cast, filming locations, storyboards, release date will be approved by Netflix investors and
commercial project manager.
FLEXIBILITY MATRIX
Least Flexible Moderately Flexible Most Flexible
Scope ●
Schedule ●
Resources ●
Source: (HBR, 2012; Haugan, 2011; IMDB, 2019; Netflix, 2019; Netflix Media Center, 2019;
Schomer, 2018; Sauer, 2018)
Page 6 of 22
This process group also implies hiring a project manager, however, as Rhyne (2008)
points out, such job title does not normally exist in film industry. Instead, functions of
the project manager could be performed by a number of people. Cheklich (2002) and
Brook (2005) believe that this role is usually taken by a director. Furthermore, Farrell
(1995) states that project manager responsibilities are also performed by producers.
In case of “Bird Box”, two main project managers could be identified – film director
Susanne Bier and Netflix chief content officer Ted Sarandos, who is responsible for all
Netflix Original projects (Netflix Media Center, 2019).
4.2. Planning Process Group
The aim of planning process group is to obtain clear understanding of what and when
has to be done, thus enabling project managers to select the most effective
approaches and methods to achieve success of the project (Association for
Project
Management,
2015).
Planning process group of “Bird Box” is largely interlinked with scoping; hence it is
rather difficult to clearly define when scoping ends and planning begins (Rhyne, 2008).
Nevertheless, it could be said that this phase implies a more detailed specific plan of
action. In other words, while scoping is about finalising and approving an overall
strategy, planning involves establishing specific tactics, including building product
breakdown structure (PBS) and work breakdown structure (WBS), which are illustrated
on Figure 6 and Figure 7 accordingly (Haugan, 2011; Miller, 2009).
Create and produce a
Netflix Original movie
Bird Box
Story
Soundtrack and
Music
Footage
Promotion
Sceenplay
Individual script
for
actors
Recorded soundtrack
for the movie
Purchased/licensed
music/songs
Recorded
scenes
Purchased
scenes
Movie
Advertising on
social media
Advertising on
Netflix
Direct mail to
Netflix
subscribers
Publicity and
word-of-mouth
Figure 5. Product Breakdown Structure for “Bird Box” (Created in Microsoft Visio)
Page 7 of 22
Most researchers agree that planning process group in film industry also includes what
is called pre-production stage of filmmaking, which in turn implies finalising shooting
script, as well as creating storyboards and shoot lists, location scouting, hiring crew,
establishing what equipment to use, and finishing with necessary paperwork, e.g.
insurance and permissions (Picone, 2017; Rhyne, 2008).
Bird Box
Concept Pre-production Production Post-production Promotion Launch Closing
Initial script
Initial
budget
Research for
lead actress
and main
support actors
Finalising
production
companies
Official approval
to start pre-
production
Finalise script
Shooting plan
Casting
Locations
Create storyboard
Create shoot lists
Create initial
shooting
schedule
Casting for lead
actress
Casting for main
support actors
Casting for rest of
the cast
Location scouting
Finalise
locations
Book shooting
locations
Hire/finalise
stunts
Finalise
budget
Finalise and
hire shooting
crew
Create list of
equipment &
costumes
Green light to
start
shooting
Finalise shooting
schedule
Prepare locations
for shooting
Preparing actors
for shooting
Rehearsing the
scenes
Location 1 footage
shooting
Location 2 footage
shooting
Location 3 footage
shooting
Location 4 footage
shooting
Location 5 footage
shooting
Location 6 footage
shooting
Editing
footage
Purchasing
additional footage
Final editing of all
footage
Creating
promotional clips
Posting
promotional clips
on social media
Creating text for
direct mail
promotion
Uploading movie
and movie profile
on Netflix
Movie premiere
event
Report on the
number of streams
Report on the
number of streams
Report on the
number of new
subscribers
Report on
audience
engagement
Report for
investors
Sending
promotional
emails to Netflix
subscribers
Figure 6. Work Breakdown Structure for “Bird Box” (Created in Microsoft Visio)
The next step after building the WBS, thus defining what work needs to be done, all
these tasks are scheduled. One of the most common tools for scheduling the work is
Gantt chart, which, to put it simply, demonstrates sequence and connections between
the tasks, as well as direct manager responsible for these tasks (Meredith, Mantel and
Shafer, 2016). Figure 8 illustrates “Bird Box” project schedule in a form of Gantt chart.
Page 8 of 22
Figure 7. Gantt Chart for “Bird Box” (Created in Microsoft Project)
Page 9 of 22
The Gantt chart above, apart from showing the sequence of tasks, also demonstrates
relationships between them. In order to illustrate these relationships and
dependencies, a so-called network diagram is used (HBR, 2012). With the aim of
saving space, Figure 9 presents such network diagram in a “collapsed” view, meaning
each box only provides the ID number of a task indicated in Gantt chart. Dark blue
boxes identify key milestones in the project schedule.
Figure 8. Network Diagram for “Bird Box” in collapsed view (Created in Microsoft Project)
Figure 10 demonstrates an example of how these task boxes look in a full view.
Figure 9. Example of Network Diagram for “Bird Box” in full view (Created in Microsoft Project)
Page 10 of 22
As Wysocki (2014) states, using network diagram helps represent “Bird Box” project
in a form of a story, as a graphical picture.
Bird Box Netflix
Original Movie
Project
Equipment People Finance Materials
Cameras
Monopods and
steadycams
Microphones
Audiorecorders
Production
Transportantion
Set
Editing
software
Lightning
Vagons
Personal
transport
Cars and vans
Monitors
Special effects
make-up
Location-
specific design
Cast
Project
management
Production
Stunt
Accountants
Secondary
actors
Lead actress
Extras
Directors
Producers
Chief content
officer
Cinematography
crew
Editing crew
Casting
managers
Set decorators
Costume
designers
Stylists
Sound
department
Visual effects
department
Animation
department
Location
managers
Investments Script
Story
Acting
Figure 10. Resource Breakdown Structure for “Bird Box” (Created in Microsoft Visio)
Page 11 of 22
What should also be considered during the planning process is the resources required
to execute established plans. In order to have a better understanding of the specific
resources and their number needed for the project, Project Management Institute
(2017) suggests building a resource breakdown structure (RBS), which represents all
necessary resources by category and type in hierarchical order. Figure 11
demonstrates such RBS for the Netflix movie in question.
4.2.1. Project Planning Considerations
To put it simply, both the difficulty and the task of planning is to answer questions such
as Who? What? When? How? How long? How Much? as accurately as possible in
order to minimise changes during the execution of the project plan (Lewis, 2006). The
challenge on the way to accuracy could be a general intolerance of traditional projects
to change combined with conditions of the modern project environment, which
influence traditional projects, such as “Bird Box”, even despite clarity of their goals and
solutions.
Consequently, it is important to understand that all projects happen within
contemporary project environment, which is characterised by high speed, change,
lower cost, increasing levels of complexity and uncertainty
(Wysocki, 2014).
Furthermore, shortening of the product life cycle and increased customer focus should
also be taken into account (Larson and Gray, 2018).
Therefore, regardless of the type of a project, project managers should be flexible and
prepared for change and risk.
4.2.2. Planning Approach
“Bird Box” movie is a relatively large project with significant investments involved,
therefore it is unavoidable that “top-down” approach to planning would be applied,
which implies starting with defining an overall strategy for the film and identification of
key events in project lifecycle (Association for Project Management, 2015).
On the other hand, considering that some “Bird Box” stakeholders, such as lead
actors, director and creative department may have rather high influence on the project,
it could also be said that “collaborative” planning approach is in place, which ensures
Page 12 of 22
active involvement of the main stakeholders (Association for Project Management,
2015).
4.3. Launching (Executing) Process Group
Simply put, this process group implies that the plan, which had been created during
the previous phase, is executed (Haugan, 2011). Apart from activities described in
Gantt chart earlier in the report, launching of “Bird Box” project also includes
establishing team operating rules and scope change management process, as well as
maintaining communications and writing work packages (Wysocki, 2014).
4.4. Monitoring and Controlling Process Group
As simple as that, the aim of the monitoring and controlling process group is to keep
track of whether all tasks are executed as planned and whether this plan helps to
achieve established goals (HBR, 2012). In other words, this group includes tracking,
reviewing, and regulating the progress (Project Management Institute, 2017).
Consequently, it is logical to suggest that it implies establishing performance checking
and reporting systems, monitoring risk, discovering and solving problems or changes
(Wysocki, 2014).
Although during this phase it is critical to monitor adherence to the plan, the focus
should always remain on the final objective rather than the plan itself (Project
Management Institute, 2017). Therefore, it is important to clearly define what data
exactly should be collected, and how it should be analysed and reported (Larson and
Gray, 2018).
4.4.1. Scope Management
Scope management not only ensures that necessary work for “Bird Box” is accurately
defined but also controls that no extra tasks are performed (Burke, 2010). In other
words, the aim of scope management is to make sure that all tasks are relevant to the
objectives of the “Bird Box” (Association for Project Management, 2015).
One framework that helps managing scope is a so-called “Scope Triangle” (Figure 12).
In a way, it is an extended version of widely known “Iron Triangle”, which points out
Page 13 of 22
three main constrains of project management in general – time, cost, and scope
(Atkinson, 1999; Wysocki, 2014). The “Scope Triangle” also includes quality, resource
availability, and considers potential risk that may affect all of the above (Wysocki,
2014).
Another essential tool for scope management purposes is work breakdown structure,
discussed in Part 4.2. (Meredith, Mantel and Shafer, 2016).
Figure 11. Scope Triangle (Adapted from Wysocki, 2014)
This process may also include managing changes to scope baseline (Project
Management Institute, 2017). However, considering that “Bird Box” is a traditional
project, hence highly intolerant to change, any scope modifications while executing
the project plan should be minimised or avoided at all.
4.4.2. Schedule Management
Schedule management refers to both time and resource scheduling and implies
developing, maintaining, and communicating these timetables to appropriate project
stakeholders (Association for Project Management, 2012).
It is important to note that during the initiating stage, project schedule of “Bird Box” is
slightly less detailed compared to the one after executing phase, as at the beginning
of the project life cycle the amount of available details is often rather limited
(Association for Project Management, 2012). For instance, full information on the film’s
post-production schedule may only be available after production stage is completed.
Page 14 of 22
In addition to classic Gantt chart, “Bird Box” should also take advantage of industry-
specific scheduling software (Association for Project Management, 2015). For
example, film production process consists of a large number of interdependent tasks
and involves a significant number of stakeholders (Ouyang et al, 2008). Therefore,
utilising special movie production scheduling programmes could make planning and
monitoring schedules even more efficient.
4.4.3. Cost Management
Cost management is defined as the “process of estimating and justifying costs in order
to secure funds, controlling expenditure and evaluating outcomes” (Association for
Project Management, 2012). It consists of two components – planning and controlling
(Wysocki, 2014).
Cost planning (or estimating) could include different types of costs, such as direct,
indirect, fixed and variable, time-related, labour (Burke, 2010). One of the most
common ways of estimating these costs is creating budget document or a cost
breakdown structure (CBS), which is often based on work breakdown structure. Figure
13 demonstrates an example of a simple CBS for “Bird Box” movie.
Total Budget
$19,781,000
Screenplay
~ $60 700
Production and
Post-production
~ $1 800 000
Main actors
~ $12 000 000
Reservation of credits
~ $2 500 000
Pre-production
~$3 420 000
Figure 12. Cost Breakdown Structure for “Bird Box” (California Film Commission, 2017; Mendelson,
2018; Paysa, 2019; Tassi, 2019)
Nevertheless, within cost management process, a rather more important technique for
“Bird Box” is investment appraisal, which is a tool for identifying attractiveness of an
investment (Association for Project Management, 2012). Indeed, with Netflix being
ready to spend billions a year for its Original content, the budget itself is not such a
significant criterion for the movie (Morris, 2018). It appears that Netflix focuses on what
Page 15 of 22
content to invest in, rather than how much. Therefore, quality management could be
even more crucial for the service.
4.4.4. Quality Management
Quality management ensures that the end product meets stakeholders’ requirements
and is fit for its purpose (Association for Project Management, 2012). Starting point in
this process is defining conditions of satisfaction (COS), which include quality
requirements (Wysocki, 2014). Table 1 illustrates some of the main quality
requirements for “Bird Box” movie project with quality control plan, which identifies a
way to ensure that the requirements are met (Burke, 2010).
Table 2. Main Quality Requirements for “Bird Box”
Area Task Quality Requirement Control method
Pre-
production
Script Engaging, relevant to thriller
genre
Review by producers
Cast Famous names with
recognised talent and good
reputation
Supervised by casting
managers
Shooting
schedule
Convenient for main actors,
efficient
Reviewed and agreed
with appropriate
stakeholders
Production Shooting Stable picture – camera
stabiliser
Supervised by
shooting crew and
director
Location design Accurate to the script and is
carefully maintained
throughout shooting
Supervised by props
manager, set
designers, and
director
Post-
production
Editing According to the script and
within the overall concept
and genre of the movie
Supervised by
director
Video Picture quality 4K/Ultra High Resolution Review of the file by
Netflix
Sound Dolby TrueHD Review of the file by
Netflix
Source: (Adapted from Burke, 2010)
Page 16 of 22
4.4.5. Resource and Procurement Management
Resource management implies acquisition, planning, and allocating internal and
external resources required to deliver the “Bird Box” project (Association for Project
Management, 2012; Haugan, 2011).
In case of Netflix’s project in question, internal resources are basically limited to
providing the platform to promote and demonstrate “Bird Box” movie.
Acquisition of external resources for the movie mainly happens through procurement
process (Association for Project Management, 2012). “Bird Box” is produced by two
production studios, outsourced by Netflix (IMDB, 2019; Project Management Institute,
2017). In turn, these studios and separately hired film director are further outsourcing
cast and shooting locations. Moreover, budget for the movie is approved and defined
by Netflix’s investors.
4.4.6. Human Resource Management
The first and crucial part of human resource (HR) management implies recruiting
people and making sure they are motivated to do the job at a necessary level (Murdick,
1976). People within “Bird Box” project could be divided into core team, meaning
those, who are directly responsible for creating the movie, e.g. actors, director,
production crew, producers, and support team, e.g. administrative departments of
production companies, catering team, cleaners, delivery companies (CoEPM², 2016).
When hiring main members of the core team – lead actress and director – Netflix had
to properly motivate them. Motivation model, which was applied, is illustrated on Figure
13.
NEEDS OR
EXPECTATIONS
result in
DRIVING FORCE
(behaviour or
action)
to achieve
DESIRED
GOALS
which provideFULFILMENTfeedback
Figure 13. Basic Motivation Model (Adapted from Mullins, 2013)
Page 17 of 22
While there exist a large number of content theories, which help identify needs of a
person, there is one that summarises most of them – Herzberg’s two-factor theory.
The latter defines hygiene factors, meaning basic needs, such as adequate working
conditions and salary, and ‘motivators’, which include sense of achievement,
recognition, personal growth (Mullins, 2013).
Netflix has rather successfully managed to identify and fulfil especially ‘motivators’
need, when recruiting Sandra Bullock. While appealing to current trend among actors
to engage in streaming media as a proof of their progressiveness, Netflix has also
thought through to hire rather “big” names for secondary roles, e.g. John Malkovich
and Sarah Paulson, thus contributing even more to the reputation of the movie project
(Kenny, 2016; Lee, 2019).
4.4.7. Communication and Stakeholder Management
Project Managers
(Director and Chief
Content Officer)
Screenplay
writer
Novel
author
Actors
Producers
Composers
Filming
crew
Editors
Stunts
Investors
HR
Accountants
Netflix
CEO
Contractors
Netflix
current
subscribers
Potential
Netflix
ssubscribers
Government
agencies
Netflix
competitors
Figure 14. “Bird Box” Stakeholders’ Network Map (Adapted from Larson and Gray, 2018; Project
Management Institute, 2017)
Poor communication may lead to misunderstanding of requirements, unclarity of goals,
ineffective plans and schedules, in other words, may cause project to fail (Association
Page 18 of 22
for Project Management, 2012). Consequently, the aim of communication
management is to provide and support necessary links among “Bird Box” stakeholders
(Burke, 2010; Project Management Institute, 2017; Wysocki,
2014).
The process should start with identifying stakeholders of “Bird Box” project. Figure 14
demonstrates network map of stakeholders of the movie.
“Bird Box” success may only be guaranteed if all stakeholders are happy with the
project processes and results, therefore their interests are considered in the “Bird Box”
project schedule (Association for Project Management, 2015).
Proper communication could significantly enhance stakeholder management process.
Figure 15 shows justification for different means of communication that were applied
during various stages of this process for “Bird Box”. Each of the types may be effective
or not, depending on specific objectives of the communication (Eskerod and Jepsen,
2013).
Table 3. Dominating Types of Communication with Stakeholders during Project Management Process
Interpersonal communication Impersonal Communication
Scoping
(Initiating)
• Informal calls
• Face-to-face meetings
Planning • Face-to-face meetings
• Calls
Launching
(Executing)
• Face-to-face communication
on set
• Planning/monitoring
software
Monitoring
and
Controlling
• Face-to-face communication
on set
• Planning/monitoring
software
Closing
• Face-to-face meetings
• Calls
• Email
• Presentations
Source: (Collider Interviews, 2018; Eskerod and Jepsen, 2013; HeyUGuys, 2018; Kinowetter, 2018)
Page 19 of 22
4.4.8. Risk Management
“Bird Box” as a traditional project should especially be aware of any risks that may
affect it. Risk management process, illustrated in Figure 16, helps to identify and
manage such risks (Project Management Institute, 2017).
Initiate Identify Assess Plan
responses
Implement
responses
Figure 155. Risk Management Process (Adapted from Association for Project Management, 2012)
Although project managers of “Bird Box” were successful with avoiding major
unpredictable changes during most of the project stages, Netflix did face a rather
manageable external risk at the very end of the project life cycle – California fires
during planned release date (Malkin, 2018). As a result of such environmental disaster,
Netflix decided to postpone movie premiere to late December, thus making it a pre-
Christmas release (Malkin, 2018).
Table 4. Risk Assessment Matrix for “Bird Box”
Risk Categories
and Risks
Scope Triangle Elements
Scope Time Cost Quality Resources
Technical N/A N/A Damaged
equipment
needs to be
replaced
Unmet
video/sound
quality
requirements
Equipment
unavailability
or
inaccessibility
Project
Management
Change of
project
manager
Change of
project
manager
N/A Missed
quality review
N/A
Organisational N/A N/A N/A N/A
Unforeseen
accidents with
team
members
External N/A Environmental
disasters may
influence
schedule
Environmental
factors can
damage
expensive
equipment
Viewers’
Internet
connection
may
compress
video quality;
Viewers’
hardware
may affect
sound quality
Unforeseen
accidents with
team
members
Source: (Adapted from Wysocki, 2014)
Page 20 of 22
Apart from such external threats, risks may come from technical, organisational, and
project management areas (Wysocki, 2014). Table 2 above provides a way of
identifying different risk categories, which have high impact on “Scope Triangle”
elements of “Bird Box”.
No matter what type of risk affects “Bird Box” project, one of the best options to
manage it could be so-called “rapid-results initiatives” method, which implies executing
small, quick projects that are mini-versions of the main project’s result (HBR, 2012).
Such method has proven to be effective as, most importantly, it is results-oriented and
fast (HBR, 2012).
4.5. Closing Process Group
Closing process group, as the name suggests, is the last one in the project life cycle.
Firstly, it involved gaining approval of having met the requirements, which, in case of
“Bird Box” meant gaining approval to release the movie on Netflix (Wysocki, 2014).
Furthermore, closing the project implied conducting post-release audit of the number
of streams, as well as monitoring increase or decrease in the number of Netflix
subscribers, and writing and presenting report of the above to investors (Wysocki,
2014).
Table 5. Project Management Process Group and Knowledge Area Mapping
Knowledge
Areas
Project Management Process Groups
Scoping
(Initiating)
Planning Launching
(Executing)
Monitoring &
Controlling
Closing
Integration ● ● ● ● ●
Scope ● ●
Schedule ● ●
Cost ● ●
Quality ● ● ●
Resource ● ●
Communications ● ● ●
Risk ● ●
Procurement ● ● ● ●
Stakeholder ● ● ● ●
Source: (Adapted from Project Management Institute, 2017)
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As it has been mentioned before, although Netflix’s “Bird Box” did not necessarily find
recognition from critics, it managed to achieve record-breaking number of streams in
the first week after being released – 45 million (O’Connor, 2018). Moreover, it has
generated enormous feedback on social media with people creating funny memes and
even undergoing “#birdboxchallenge” (Herbert, 2019). Therefore, it could be
concluded that “Bird Box” project achieved established goal, hence may be defined as
rather successful.
All processes within these five process groups are defined by ten knowledge areas
(Table 3), which are fields of specialisation that are often used in project management
(Project Management Institute, 2017; Wysocki, 2014).
5.0. Conclusion
This report analysed all five project management process groups of the most
successful Netflix Original project by far, a 2018 movie “Bird Box”. Although it appears
to be a rather traditional project, some of its “Scope Triangle” elements, such as time
and cost, seemed to be relatively flexible. Moreover, the lines between these process
groups and stages of the life cycle often appeared rather blurred. Such adaptability
indeed proved to be central to successfully executing the project within rather unstable
contemporary project environment.
In addition, collaborative approach to planning, use of well-suited for film industry
software for scheduling and monitoring the execution, and proper communication with
constant catch-ups on the status of the project clearly contributed to minimising the
number of risks that affected “Bird Box” to only one, external environmental risk, i.e.
California fires, which caused a smoothly handled change in the release date.
Consequently, we may agree with the approach of Wysocki (2014) to project
management – no matter what standards the industry dictates, actual project
management should also consider common sense and unique conditions while
planning, scheduling, and executing the project.
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5.1. Recommendations
The case of “Bird Box” could suggest two major recommendations for future Netflix
projects. Firstly, it is important to choose the right strategy for attracting first-class
actors and directors. Apart from basic financial motivation, another motivator appears
to be highly influential – the desire to be in trend, i.e. having in their portfolio a project
with a major streaming service, and working with other “big” names. Not only is it
effective but it also allows to significantly decrease the budget of the movie, as major
celebrities agree to star for a lower price in exchange for high reputation of a project.
Secondly, closing stage of the project should not end with the release and financial
report but continues with monitoring and actively engaging in post-release audience
discussions and feedback, in particular on social media. It could significantly increase
publicity around a movie and Netflix in general, as well as encourage more audience
to watch it or become subscribers.
5.2. Limitations
Considering certain “backroom” industry standards, such as numerous nondisclosure
agreements, it was rather difficult to access detailed and accurate data on, for
instance, shooting schedule and cost breakdown structure. Nevertheless, the analysis
conducted in the report attempted to minimise dependency on such detailed data,
whilst focusing more on the overall approach and objectives of the project.
In addition, the applicability and relevance of standard project management practices
and frameworks for film industry specifically is sometimes questionable, as the latter
has own well-established tactics and descriptions, hence not always analysis fully
adhered to such theories.
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