Recruit Project Team Establish Organizational
Procedures Establish CAO Support Levels and Budget Issue Reports to VP-Tech and
Board of Directors Develop S/S Goals and
Objectives Assemble and Issue Post-S/S Report
Develop S/S Theme Strategize Tracks and SIGs Recruit Technical Program Team Develop Selection Process
Procedures Interface with Education
Committee on Workshops Plan and Issue Call for Papers/Panel Discussions
Recruit Invited Papers/Panel
Discussions Recruit Moderators Develop and Issue Master
Schedule for Presentations Select Printer
Plan and issue Abstract Books and Proceedings Organize Awards for Speakers'
Breakfasts Identify Audio/Visual
Requirements Develop and Issue Post-S/S Technical Report
Establish Objectives Identify Available Activities Analyze Cost-Benefit Identify Recommendations Complete Contracts Recruit Staff Figure B: The work breakdown structure.
Identify Candidates and Related
Benefits and Costs Make Recommendations and
Obtain Approval Complete Contracts Maintain Periodic Contact Host Speakers
Theme Establishment and
Approval Logo Development and
Approval Video Production Promotional Materials
Identification and Approval Advertising: PM1, Public and
Trade Media Releases Regional Newsletter Articles
Initiate Code of Accounts
Develop Procedures of Financial
Operation Develop Independent Auditing
Procedure Initiate Separate Banking
Account Develop Cash Flow Estimates/
Projections Develop and Issue Standard Reports
Interact with CAO on Account
Reconciliation Develop and Issue Post-S/S Financial Report
Philosophy Target Prime Corporations Figure B: (continued)
Facilities Vendor/CAO Support
Contract with Host and Backup
Hotels Staff Recruiting (Details to be Identified and Scheduled with PM1 Executive Director and Events Manager)
structure in Figure A. The project team was organized using a functional approach. Pittsburgh PMI Chapter officers had most of the primary responsibilities, with members from nine other chapters assisting in other duties.
Next was the development of the work breakdown structure, shown in Figure B, and the Gantt chart of activity schedules, shown in Figure C. As seen in the Gantt chart, scheduling all the work for a major conference such as this is an overwhelming effort. In the WBS, the major task was the development of the technical program. For PMI '92, the technical program offered 22 workshops composed of 70 technical papers, special panel discussions, and case studies. The technical tracks included engineering and construction, pharmaceuticals, utilities, software, automotive,
R&D, defense, education, and manufacturing. The workshops included sessions on preparing for the PMI certification examinations, learning about Taguchi concepts of statistical quality control, and future practice in project management. All of these also required careful scheduling.
The vendor program included exhibits by dozens of vendors and a large number of showcase sessions for in-depth demonstrations of their wares. The social program included a golf tournament, numerous social activities to meet with colleagues, tours of Pittsburgh's attractions, and a wide variety of entertainment opportunities.
All in all, a conference such as PMI's is as difficult a project as many firms face in their competitive markets.
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What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.